Learning Renewal in organizations :

Four processes through three levels

OL KM

• OL System of • Knowledge
interrelationships based view of
between learning at the firm IC
the individual group, • Cognitive
and Dynamic
and organizational knowledge
•Static
level. behavioral and knowledge
aspects of knowing and
• OL Infrastructure: knowing
learning,
Alignment between knowledge,
non-human and knowing
storehouses of
knowledge
Learning/Renewal in organizations:
Four processes through three levels
Level Process Inputs/Outcomes
Individual Intuiting Experiences
Images
Metaphors

Group Interpreting Language

Cognitive map
Conversation/dialogue

Organization Integrating Shared understanding

Mutual adjustment
Institutionalizing Interactive systems
Routines
Diagnostic systems
Rules and procedures
 Intellectual
2nd order capital

Human Structural Relational

1st order
capital capital capital

Essence Intellect Routines Relationships

Scope Internal within, Internal organizational External

employee node links organizational links

Parameter Volume Efficiency Longevity

Codification High Medium Highest
Difficulty

Trust Culture
Drivers

Conceptualization of intellectual capital

 Products Services
Physical
Image Corp
Assembled

Buckman
Non-assembled Labs Lease Co

Lincoln Big 6
Knowledge-
National
based
Re
 Your Organization
Core Advanced Innovation
knowledge knowledge knowledge

Core
knowledge
Advanced
knowledge
Competitors
knowledge
Innovation
 What firm must know What firm must do

Knowledge Strategic
gap gap

What firm knows What firm can do

Unbounded
Aggressive
External
Internal

Conservative

Exploiter Explorer Innovator

 Knowledge Strategies

Firm Human resource

management Industry
characteristics practices characteristics

Knowledge Knowledge performance

strategy base
Creation and acquisition of new knowledge
II. Bimodal
I. Explorers learners

III. Maintainers IV. Exploiters

Leverage of existing knowledge

 Knowledge Management Projects
I. Knowledge Repositories
1.External Knowledge (example: competitive intelligence)
2. Structured Internal Knowledge (example: research
reports, product-oriented marketing materials and methods.
3. Informal Internal Knowledge (example: discussions
databases: lessons learned).
II. Knowledge Access and Transfer
- Maps of knowledge sources.
- Building and managing expert networks.
III. Knowledge Environment
1. Knowledge as an asset.
2. Managing the value of the asset.
3. Organizational attitude toward knowledge.
4. Process orientation.
IV. Projects with Multiple Characteristics
* expert network * internal document repositories
* lessons learned * K.M. process
* evaluation and compensation systems
Criteria for Performance Excellence

P. Preface : Organizational Profile

P.1 Organizational Description
P.2 Organizational Challenges
2005 Categories and Items
 Knowledge Roles and Skills

1. Knowledge – Oriented Personnel.

2. Knowledge Management Workers.

3. Managers of Knowledge Projects.

4. The Chief Knowledge Officer.

 Objectives
Financial

Initiatives
Measure
Targets
“To succeed
financially, how
should we appear
to our shareholders?”

Objectives
Customer

Initiatives

Objectives
Internal Business

Initiatives
Measure

Measure
Targets

Targets
“To achieve our Processes
vision, How should Vision “To satisfy our
we appear to our customers? and Shareholders and
customers, what
Strategy business processes
must we excel at?

Objectives

Initiatives
Learning

Measure
Targets
and Growth
“To achieve
our vision, how
Will we sustain
our ability t
o change and improve?

The balanced Scorecard

 HR Scorecard Template
HR Deliverables HR Efficiency
Financial • Skills • Relative Cost
(Outcome) • Motivation • Timeliness
Perspective • Work Environment

HR Alignment
• Internal Alignment (Fit) among HR management practices
Customer
• External Alignment (Fit) with line manager’s strategic goals
Perspectives

High Performance Work System

Selection & promotion linked to competency model.
Internal •Development & promotions linked to the needs of the business
Business • Performance management & compensation systems attract,
• select, and motivate employees
Perspective

HR Manager Competencies
Learning & Personal Credibility * Change management * Culture Management
•Delivery of HR basics * Knowledge of the Business
Growth
•* Strategic Performance management
 The EFQM Excellence Model
Enablers Results
People People
Results
9%
9%

Policy & Processes Customer

Key
Leadership Strategy 14% Results
Performance
10% 9% 20% Results
15%

Partnerships Society
& Results
Resources
6%
8%

Innovation and Learning

 Six - Sigma

1. Establishing 2. Information
management gathering 3. Training
commitment

4. Developing 5. Business processes 6. Conducting

monitoring to be improved are Six Sigma
chosen projects
systems

Continuous improvement
 The Baldrige Excellence Model
Organizational Profile:
Environment, Relationships, and Challenges

2 5
Strategic Human Resource
Planning Focus

1 7
Leadership Business
Results

3 6
Customer and Process
Market Focus Management

4
Measurement, Analysis, and Knowledge Management
 Criteria for Performance Excellence
P. Preface : Organizational Profile
P.1 Organizational Description
P.2 Organizational Challenges
2005 Categories and Items Point Values
1 Leadership 120
1.1 Senior Leadership 70
1.2 Governance and Social Responsibilities 50
2. Strategic Planning 85
2.1 Strategy Development 40
2.2 Strategy Deployment 45
3. Customer and Market Focus 85
3.1 Customer and Market Knowledge 40
3.2 Customer Relationships and Satisfaction 45
4. Measurement, Analysis, and Knowledge Management 90
4.1 Measurement, Analysis, and Review of Organizational Performance 45
4.2 Information and Knowledge Management 45
5. Human Resource Focus 85
5.1 Work Systems 35
5.2 Employee Learning and Motivation 25
5.3 Employee Well-Being and Satisfaction 25
6. Process Management 85
6.1 Value Creation Processes 45
6.2 Support Process and Operational Planning 40
7. Business Results 450
7.1 Product and Service Outcomes 100
7.2 Customer-Focused Results 70
7.3 Financial and Market Results 70
7.4 Human Resource Results 70
7.5 Organizational Effectiveness Results 70
7.6 Leadership and Social Responsibility Results 70
TOTAL POINTS 1000