HBR on Knowledge Mgmt Chapters 1-3

1. HBR on Knowledge MgmtChapters 1-3 Joey DeBono Carolyn Coolidge

2. AGENDA • Chapter Introductions • Assumptions • Overview, details and examples • Questions

3. HBR Chapters 1-3 The Coming of the New Organization • Peter F. Drucker, Jan 01, 1988 The Knowledge-Creating Company • Ikujiro Nonaka, Nov 01, 1991 Building A Learning Organization • David A. Garvin, Jul 01, 1993

4. HBR Chapters 1-3 The Coming of the New Organization • Peter F. Drucker, Jan 01, 1988

5. The Coming of the New OrganizationPeter F. Drucker, Jan 1988 Premise • Identifying organizational trends

6. The Coming of the New OrganizationPeter F. Drucker, Jan 1988 Assumptions • Specialization • Changes in management • Cross-discipline (-function) task forces (teams)

7. The Coming of the New OrganizationPeter F. Drucker, Jan 1988 Examples • Symphony Orchestra • Hospitals • British administration in India

8. The Coming of the New OrganizationPeter F. Drucker Future Steps • Management issues of Motivation/Reward • Need for unified vision • Management structure with Task Force Teams • Top Management supply, prep, testing

9. HBR Chapters 1-3 The Knowledge-Creating Company • Ikujiro Nonaka, Nov 01, 1991

10. The Knowledge-Creating CompanyIkujiro Nonaka, Nov 1991 • Uncertainty • Competitive advantage = Knowledge

11. The Knowledge-Creating CompanyIkujiro Nonaka, Nov 1991 Japanese Management Styles • Tapping tacit insights (soft…) • Redundancy

12. The Knowledge-Creating CompanyIkujiro Nonaka, Nov 1991 Japanese Management Styles • Slogans, metaphors • Analogies, symbols

13. HBR Chapters 1-3 Building A Learning Organization • David A. Garvin, • Jul 01, 1993

14. Building a Learning Organization Definitions

15. Building a Learning OrganizationDavid A. Garvin, Jul 1993 • What is a Learning Organization? • Peter Senge, the Fifth Discipline • 5 component technologies • Systems thinking • Personal mastery • Mental models • Shared vision • Team learning • Behavior v. Thinking

16. Building a Learning OrganizationDavid A. Garvin, Jul 1993 • What is a Learning Organization? • … an organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights. p51 • 5 Definitions of Organizational Learning, p77

17. Building a Learning OrganizationDavid A. Garvin, Jul 1993 Chronologically: “Organizational learning is a process of detecting and correcting error.” Chris Argyris, 1977.

18. Building a Learning OrganizationDavid A. Garvin, Jul 1993 “Organizational learning means the process of improving actions through better knowledge and understanding.” C. Marlene Fiol & Margorie A. Lyles, 1985.

19. Building a Learning OrganizationDavid A. Garvin, Jul 1993 “Organizations are seen as learning by encoding inferences from history into routines that guide behavior.” Barbara Levitt & James G. March, 1988.

20. Building a Learning OrganizationDavid A. Garvin, Jul 1993 “Organizational learning occurs through shared insights, knowledge and mental models . . . [and] builds on past knowledge and experience—that is, on memory.” Ray Stata, 1989.

21. Building a Learning OrganizationDavid A. Garvin, Jul 1993 “An entity learns if, through its processing of information, the range of its potential behaviors is changed.” George P. Huber, 1991.

22. Building a Learning OrganizationDavid A. Garvin, Jul 1993 • Suspend disbelief and assume: • … an organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights. p51

23. Building a Learning OrganizationDavid A. Garvin, Jul 1993 A: In the absence of learning, • companies—and individuals—simply repeat old practices. • change remains cosmetic, and improvements are either fortuitous or short-lived.

24. Building a Learning OrganizationDavid A. Garvin, Jul 1993 A: Learning  Improvement • 3 M’s • Meaning • Management • Measurement

25. Building a Learning OrganizationDavid A. Garvin, Jul 1993 • A: “if you can’t measure it, you can’t manage it [sic].” p70 • Current tools reveal little about sources of learning or the levers of change

26. Building a Learning OrganizationDavid A. Garvin, Jul 1993 Learning Organization Skills • Systematic Problem-solving

27. Building a Learning OrganizationDavid A. Garvin, Jul 1993 Learning Organization Skills • Systematic Problem-solving • Experimentation (new approaches)

28. Building a Learning OrganizationDavid A. Garvin, Jul 1993 Learning Organization Skills • Systematic Problem-solving • Experimentation (new approaches) • Learning from past experience

29. Building a Learning OrganizationDavid A. Garvin, Jul 1993 Learning Organization Skills • Systematic Problem-solving • Experimentation (new approaches) • Learning from past experience • Learning from best practices (of others)

30. Building a Learning OrganizationDavid A. Garvin, Jul 1993 Learning Organization Skills • Systematic Problem-solving • Experimentation (new approaches) • Learning from past experience • Learning from best practices (of others) • Knowledge transference

31. Building a Learning OrganizationDavid A. Garvin, Jul 1993 • Measurement • How to Build a Learning Organization • Slowly • Cultivate cultural attitudes • Commitment • Mgmt processes accrued slowly/steadily

32. Building a Learning Organization Measurement

33. Building a Learning OrganizationDavid A. Garvin, Jul 1993 • Assume traditional maxim: “if you can’t measure it, you can’t manage it.” p70 • Traditional measuring tools: learning curves, manufacturing progress functions • Incomplete: single-measure of output • Focused on cost or price • Ignoring quality, delivery, new product introductions • Tell little about sources of learning or the levers of change

34. Building a Learning OrganizationDavid A. Garvin, Jul 1993 • New[er] Measure p72 • Half-life cycle • Developed by Analog Devices • Measures the time it takes to achieve a 50% improvement in a specified performance measure. • Weakness: focuses solely on results • Unlikely to capture short-run learning • Systemic changes are long-run, e.g. total quality culture, or new approaches to product develop.

35. Building a Learning OrganizationDavid A. Garvin, Jul 1993 • Measurement • How to Build a Learning Organization

36. Building a Learning Organization Building

37. Building a Learning OrganizationDavid A. Garvin, Jul 1993 How to Build a Learning Organization • Slowly • Cultivate cultural attitudes • Trust • Commitment • Mgmt processes accrue slowly/steadily

38. Building a Learning OrganizationDavid A. Garvin, Jul 1993 • An Organization’s Learning Trace p73 • Three over-lapping stages • Cognitive • Behavioral • Performance improvement • Suggested capture tools (surveys, et al.) • e.g., Mystery Shopper

39. Building a Learning OrganizationDavid A. Garvin, Jul 1993 • Foster environment conducive to learning • Open up boundaries

40. Building a Learning OrganizationDavid A. Garvin, Jul 1993 • Create Learning forums

41. Building a Learning OrganizationDavid A. Garvin, Jul 1993 • Shift focus toward a commitment to learning

42. HBR Chapters 1-3 Questions?