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S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l.

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Presentation on theme: "S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l."— Presentation transcript:

1 S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l SKA Gathering 2003 BusinessIQ Leadership and Bottom Line in the Emotional Economy Egil Sandvik & Bastian Lie-Nielsen Partners Knowledge Management Group DA

2 S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l SKA Gathering 2003

3 S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l SKA Gathering 2003 Companies Beta-testing the BusinessIQ

4 S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l SKA Gathering 2003 BusinessIQ - basic model.. Strategic behaviour Leadership Branding Identity Bottom line

5 S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l SKA Gathering 2003 BusinessIQ builds on the following: passionate workers knowledge activists believers passionate customers intellectual capital Based on research by Gallup,Watson Wayatt Sveiby, Gioia, Lev Companies delivering bottom line results in the emotional economy have a larger porportion of:

6 S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l SKA Gathering 2003 Value Creation Bottom line Talents&Role Leadership Engaged Employees Engaged Customers Identity and strategic behaviour ”People first” The People First Perspective for Value Creation No logo Branding

7 S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l SKA Gathering 2003 Human Capital Index Sveiby Knowledge Associates March 2003

8 S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l SKA Gathering 2003 Results: SKA Network N=11 (33%) 1. Do I know what is expected of me at work?4 2. Do I have the materials and equipment I need to do my work right? 3,6 3. At work, do I have the opportunity to do what I do best every day? 3,5 4. In the last seven days, have I received recognition or praise for doing good work? 4,2 5. Does my supervisor, or someone at work, seems to care about me as a person? 4 6. Is there someone at work who encourages my development?4 Index score23,3

9 S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l SKA Gathering 2003 SKA 35 % ”Passionates”

10 S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l SKA Gathering 2003 Bottom line Measures employee engagement that correlates with productivity, profits and customer loyalty Based on research by the Gallup Organization Human Capital Index Do I know what is expected of me at work? Do I have the tools I need to do my work right? At work, do I have the opportunity to do what I do best every day? In the last seven days, have I received recognition or praise for doing good work? Do my supervisor or some- one at work seems to care about me as a person? Is there someone at work who encourages my developement?.. Strategic behaviour Leadership Branding Identity Bottom line

11 S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l SKA Gathering 2003 Bottom line Measures knowledge sharing Based on research by Karl Erik Sveiby and Watson Wyatt Strategy Capital Index Do I share knowledge for maximum value creation? Do I convert individually held competence to systems, tools and templates? Do I improve individuals’ competence by using systems, tools and templates? Do I allow our customers learn by accessing our systems, tools & procsses? Do I learn from customers, suppliers and other stakeholders? Do I support our customers’ conversation with their customers?.. Strategic behaviour Leadership Branding Identity Bottom line

12 S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l SKA Gathering 2003 Bottom line Measures customer engagement that correlates with profits Based on research by the Gallup organization Customer Capital Index Is BRAND always a name I can trust? Does BRAND always treats me fairly? If a problem arises, can I always count on BRAND to reach a fair resolution? Do I feel proud to be a customer at BRAND? Does BRAND always treats me with respect?? Is BRAND the perfect company for people like me?.. Strategic behaviour Leadership Branding Identity Bottom line

13 S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l SKA Gathering 2003 Strategy implementation Measures identity strenght that correlates with strategy implementation Based on research by Gioia, Dennis and James Identity Capital Index Do I have a strong sense of my company’s mission? Do I have a sense of pride in my company’s vision? Do I feel that my company has carved out a significant place in the market place? Am I knowledgeable about my company’s history and traditions? Are my company’s values and culture are perfect for me? Do I like telling that I am employed by my company?.. Strategic behaviour Leadership Branding Identity Bottom line

14 S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l SKA Gathering 2003 Bottom line Measures porportion of intellctual capital to financial capital that correlates with bottom line Based on research by Sveiby and Lev Financial Capital Index What is the equity of your company? What percentage of total capital (both financial and intellectual) is your equity? What is the market value of your company? What is the average market to book value in your industry? What is the comprehensive value of your company? How much is your company worth?.. Strategic behaviour Leadership Branding Identity Bottom line

15 S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l SKA Gathering 2003 160 140 120 100 80 60 40 20 0 BusinessIQ HCI FCI SCI CCI ICI Average ”smartness” Periode 1 2 HCI FCI SCI CCI ICI 3

16 S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l SKA Gathering 2003 How to increase your score? Capacity to act Measuring Sensemaking Interpretation of issuses (Workshop) Developing actions.. Strategic behaviour Leadership Branding Identity Bottom line

17 S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l SKA Gathering 2003 BusinessIQ compared with BSC.... Strategic behaviour Leadership Branding Identity Bottom line

18 S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l SKA Gathering 2003 BusinessIQ compared Score Card Kaplan& Norton Balanced Score Card Sveiby Intangible Assets Monitor Sandvik & Lie-Nielsen BusinessIQ emphazises a SBU strategymaking the invisible visible making business of knowledge measures performance linked to strategy growth, innovation, effectiveness and stability leadership, identity, sharing, branding and bottom line

19 S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l SKA Gathering 2003 SKA tools linked to BusinessIQ.. KMAP Leader- ship Branding + ++ +++ CCS Invisible Balance Sheet SKA Intromap/ Tango/ Interplay Intangible Asset Monitor

20 S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l SKA Gathering 2003 BusinessIQ Simplexity Implementation Dynamic Interactive Emerging Focus on capacities to act

21 S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l SKA Gathering 2003 Enclosure

22 S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l SKA Gathering 2003 Brand Internal view of organization External view of organization Strong Trade mark Weak Strong Weak The branding process (Desired) image

23 S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l SKA Gathering 2003 Brand Internal view of organization External view of organization Strong Trade mark Weak Strong Weak The branding process (Desired) image CCI ICI

24 S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l SKA Gathering 2003 The Strategy Capital Index Sveiby’s 10 knowledge strategies - 5 of the questions are optional

25 S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l SKA Gathering 2003 Measuring intangibles in two ”similar” units in the same company - Who, A or B, has the better results? AB -Actively engaged 17%55% -Not-engaged 60%37% -Actively unengaged 23%8%

26 S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l SKA Gathering 2003 BusinessIQ tools IntroMap and IntroIQ (learning the concepts) Idépro (brainstorming&concensus tool) Questback (webbased surveys) Learning styles and strenght finder (identifying your learning style and talent pattern) KMAP (balancing knowledge strategies) Strategic tools (SWOT, VRIO, Visioning, core values) Branding tools (brand wheel) Invisible Balance Sheet (for organizations not on the stock exchange) Process tools (Idépro, café etc.)

27 S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l SKA Gathering 2003 Branding - long term strengthening of identity and customer engagement

28 S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l SKA Gathering 2003 Capital indexes as measurement tools Simple indexes that capture emotions and relations of customers and employees Simplyfies the ideas of Balanced Score Cards The next-generation’s climate-, satisfaction-, culture- and customersurveys.

29 S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l SKA Gathering 2003 Knowledge Management Group DA - Scandinavian branch of SKAglobal About Knowledge Management Group DA KMG DA develops tools and processes for the knowledge-based organization. KMG DA runs The Norwegian Forum for Intellectual Capital and Consortium for Intellectual Capital. Counting in excess of 170 members, the Forum is the arena for developing knowledge management and intellectual capital in practice for Scandinavian businesses. In 2001, the Forum and Consortium was awarded “Best Work 2001” by Sveiby Knowledge Associates, its work was published in Fortune Magazine and Thomas Stewart’s book, “The Wealth of Knowledge”. Knowledge Management Group’s vision KMG DA translates new knowledge of value creation to practical leadership for the knowledge-based company. Knowledge Management Group DA KMG DA assists and facilitates the development of strong brands and action-based organizational cultures by using tools and processes developed for the knowledge-based company. KMG DA emphasizes helping organizations understand, share and apply their existing knowledge of customers and organization. We aim at making organizations better for people.

30 S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l SKA Gathering 2003 Knowledge Management Group - The people Egil Sandvik (56) Managing Partner, Chartered Member SKA Global egil@kmgroup.no Bastian Lie-Nielsen (41) Partner, Chartered Member SKA Global bastian@kmgroup.no Christian Rafn (55) Partner, Member SKA Global christian.rafn@kmgroup.no Christian Rangen (28) Junior Partner, Member SKA Global christian@kmgroup.no www.kmgroup.no


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