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Supporting Innovation: creating, transforming, using knowledge KM Trip Report: September, 2006.

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Presentation on theme: "Supporting Innovation: creating, transforming, using knowledge KM Trip Report: September, 2006."— Presentation transcript:

1 Supporting Innovation: creating, transforming, using knowledge KM Trip Report: September, 2006

2 KM Returns Federal govt network: 20 plus peopleFederal govt network: 20 plus people Conference Board of Canada: The Big Four Accounting Firms are back.Conference Board of Canada: The Big Four Accounting Firms are back. Bank of Canada starts a KM initiative after stalling with 2001 consultants report (27 projects recommended)Bank of Canada starts a KM initiative after stalling with 2001 consultants report (27 projects recommended) Hydro Quebecs audit recommends a full KM initiativeHydro Quebecs audit recommends a full KM initiative Knowledge Services: new name for KM unitKnowledge Services: new name for KM unit

3 Niall Sinclair, Stealth KM Lets not define Knowledge ManagementLets not define Knowledge Management Defining Knowledge is problematic tooDefining Knowledge is problematic too DefineDefine – Why my org –Whats the plan –Whats in it for me (speak to line managers and staff). KM is too broad and deep to fit in hierarchical controls (Its HR, IT, PM & IM)KM is too broad and deep to fit in hierarchical controls (Its HR, IT, PM & IM)

4 Niall Sinclair, Stealth KM In government, KM is a program.In government, KM is a program. But few people ……… KM (add your words)But few people ……… KM (add your words) Fix pieces not the whole puzzleFix pieces not the whole puzzle KM is horizontalKM is horizontal The new tools encourage communication not organizing information (instant messaging, blogs)The new tools encourage communication not organizing information (instant messaging, blogs) Communities are the Killer App of KM (wikis)Communities are the Killer App of KM (wikis) STEALTH KM means BE OPPORTUNISTIC

5 Lt. Col. Chris Blodgett, DND Knowledge Mobilization (or transfer) from lessons learned to best practicesKnowledge Mobilization (or transfer) from lessons learned to best practices Need a KM Strategy Map to the Business PlanNeed a KM Strategy Map to the Business Plan Provides the line of sight from the organizations strategic initiatives to how KM supports.Provides the line of sight from the organizations strategic initiatives to how KM supports. Gestion de la Connaissance (know about – sense making)Gestion de la Connaissance (know about – sense making) Savoir Faire (know-how)Savoir Faire (know-how) Too important to leave to chance so need rules for sharing knowledge and managing information.Too important to leave to chance so need rules for sharing knowledge and managing information.

6 Brian Guthrie, Conf Bd of Canada Innovation, KM and Strategy Innovation involves implementation.Innovation involves implementation. Innovative firms are more successful.Innovative firms are more successful. Firms that collaborate are more innovative.Firms that collaborate are more innovative. The Canadian Challenge Unless all sectors of Canadian economy become more committed to innovation and strive to become world-first innovators, it is unlikely that we can sustain if not improve our standard of living …

7 The Innovation Character of Canada 17 Benchmarks against 10 OECD countries17 Benchmarks against 10 OECD countries Australia, Finland, France, Germany, Italy, Japan, Spain, Sweden, UK, USAAustralia, Finland, France, Germany, Italy, Japan, Spain, Sweden, UK, USA

8 Summary of Benchmarks (1) Benchmark Canadas Rank Leading nation Leading nation Knowledge Performance Expenditure on R&D 7Sweden Business $ on R&D 8Sweden Pub. of science papers 5Sweden Triadic patent families 8Sweden Univ-industry collab (R&D) 2Germany Technology balance of payments 5Germany

9 Summary of Benchmarks (2) Benchmark Canadas Rank Leading nation Leading nation Innovation Environment Regulatory Environment 6UK Corp. Tax as % of GDP 3Australia R&D Tax Treatment 3Spain Venture capital investment 2USA World Competitiveness 4USA Foreign Invest confidence 7USA Threat of R&D Relocation 7Finland

10 Summary of Benchmarks (3) Benchmark Canadas Rank Leading nation Leading nation Skills Performance Education in work force 1Canada HR in science & tech jobs 7Sweden Adults in Adult Education 6Finland Community Based Innovation Broadband subscribers 1Canada

11 Canadas Innovation Character Collaboration and knowledge sharing: trading in the global ideas market; ConnectednessCollaboration and knowledge sharing: trading in the global ideas market; Connectedness Foreign investsment in R&DForeign investsment in R&D Venture capital base. (Japan uses other forms of risk capital)Venture capital base. (Japan uses other forms of risk capital) R&D Tax credits (Sweden has none).R&D Tax credits (Sweden has none).

12 Canadas strengths Global best goods & services in selected sectors (e.g. natural resources, telecommunications, software development, transportation equipment, pharmaceuticals, engineering services)Global best goods & services in selected sectors (e.g. natural resources, telecommunications, software development, transportation equipment, pharmaceuticals, engineering services) Strong skills foundation (literacy, basic science and math skills)Strong skills foundation (literacy, basic science and math skills) Highly qualified workforceHighly qualified workforce

13 Opportunities for Canada Improve commercialization performanceImprove commercialization performance Balance govt resources between R&D and commercializationBalance govt resources between R&D and commercialization Increase business investments in R&D, training, equipment.Increase business investments in R&D, training, equipment. Improve understanding of innovation skills, integrate in training, immigrationImprove understanding of innovation skills, integrate in training, immigration Professional immigrants better integratedProfessional immigrants better integrated Locally-led community-based innovation.Locally-led community-based innovation.

14 The Innovation Pipeline From 3000 ideas to 1 success 3000 Raw, unwritten ideas 300 Ideas submitted and explored 125 Small projects 9 Significant projects/developments 4 Major developments 1.7 Commercial launch 1 Commercial success

15 The Innovative Organization Leaders believe innovation is fundamental to survivalLeaders believe innovation is fundamental to survival Leaders rank their organizations highly with regard to innovation vision, culture and leadershipLeaders rank their organizations highly with regard to innovation vision, culture and leadership But, rank lower for implementing business processes and innovation performance.But, rank lower for implementing business processes and innovation performance. Innovation involves implementation.

16 Determinants of Innovation 1.Having an innovative workforce 2.Rewarding/recognizing individual innovation performance 3.Investing in innovation: $ and time to innovation-related activities (R&D, customer feedback, competitive intelligence, collaboration, marketing) 4.Placing innovation among the top strategic issues of the organization.

17 Innov. Capabilites: People-Related

18 Sources of New Ideas: Survey Says Top 3 Sources 1.Customers or clients 2.General Literature 3.Technical Literature Bottom 3 Sources 1.Consortiums 2.Communities 3.Standards Groups

19 Summary More innovative orgs = better performanceMore innovative orgs = better performance Different orgs innovate in different waysDifferent orgs innovate in different ways Idea importers are more innovativeIdea importers are more innovative Users/clients are most prevalent source for new ideasUsers/clients are most prevalent source for new ideas More innovative organizations likely to engage with customersMore innovative organizations likely to engage with customers Innovation thrives on people.Innovation thrives on people.

20 Three Key Actors in the Innovation Process Creators: Thinkers, Researchers, Inventors Transformers: Engineers, Doers, Entrepreneurs, Organizers, Managers Users: Implementers, Clients No one individual excels in all three … Knowledge-sharing & teamwork are essential for innovation.

21 Myths Innovation is a linear process.Innovation is a linear process. We should all spend more time creating knowledge.We should all spend more time creating knowledge. Scientists should go to business school.Scientists should go to business school. Entrepreneurs must become better managers.Entrepreneurs must become better managers. Managers need to become technical experts.Managers need to become technical experts.

22 KMs Role in Innovation Less emphasis on acquiring knowledge.Less emphasis on acquiring knowledge. More emphasis on:More emphasis on: 1.Creating knowledge (development). 2.Transforming knowledge into tangible outputs (products or processes). 3.Using the outputs for corporate benefit. Then manage knowledge for org. objectives and benefits.Then manage knowledge for org. objectives and benefits. Organize KM around these 3 innovation competencies.Organize KM around these 3 innovation competencies. KMs role: collect, filter, organizeKMs role: collect, filter, organize


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