continually making knowledge productive The Core Cycle A business framework for continually making knowledge productive – training slides May 2016

continually making knowledge productive Copyright attribution © 2016 by Pierre Bienvenüe, Impi Business Improvement Solutions. The Core Cycle, A business framework for continually making knowledge productive. This work is licensed under the Creative Commons Attribution-ShareAlike 4.0 International License. To view a copy of this license, visit Pierre Bienvenüe, 2016

continually making knowledge productive The Core Cycle: the engine of the business management system This presentation is about managing organisational knowledge and a solution to it A model to understand how knowledge management underpins all business processes: the Core Cycle How to convert improvement into knowledge

continually making knowledge productive What is management? The essence of management is to make knowledge productive Peter Drucker, “The essential Drucker”, 2001 The systematic pursuit of desired conditions by utilising human capabilities in a concerted way Mike Rother, “Toyota Kata”, 2009

continually making knowledge productive What is knowledge? Theoretical understanding + Practical Experience “We now accept the fact that learning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn.” Peter Drucker “A leader must have knowledge. A leader must be able to teach.” W. Edwards Deming “You do not find knowledge in a dictionary, only information.” “You do not install knowledge.”

continually making knowledge productive How to make knowledge productive? Establish a system – If you can't describe what you are doing as a process, you don't know what you're doing. – A bad system will beat a good person every time. – Management’s job is to improve the system. W. Edwards Deming

continually making knowledge productive How to make knowledge productive? Establish a system that will entrench: – Management routines (sustained through discipline) – Continuous Improvement cycles (improve & standardise through creativity) – … Standardise, improve & sustain Employees work in silos, because they don’t know better… Provide them with an integrated view of the enterprise.

continually making knowledge productive We build this system on the Core Cycle Create knowledge Apply knowledge Manage knowledge An interpretation of the Plan Do Check/Study Adjust cycle All models are wrong but some are useful George Box, “"Robustness in the strategy of scientific model building”, 1979

continually making knowledge productive Best Operating Practices sustain the operation of processes Employees contribute to their MBU by either adding value, reducing risk or supporting others to do the same Adding value is measured by the operational factors of Quality, Speed and Cost and Risk Processes always present wasteful activities and decay over time Best Improvement Practices reduce risk and eliminate waste All processes are created, operated, improved by people. Structure, direction, coaching, mastery, engagement, creativity and discipline develop and grow overtime The Core Cycle Application of Knowledge Creation of Knowledge Management of Knowledge MBU BOP Best Operating Practice BOP Best Operating Practice BIP Best Improvement Practice BIP Best Improvement Practice Waste & Decay Em- powerment Leadership & Structure Risk Operational Factors QualitySpeedCost

continually making knowledge productive The Core Cycle How does continuous improvement link with knowledge management? Wiki Improvement Project sustain Document management ( sustain ) improve standardise continuous improvement ( improve and standardise )

continually making knowledge productive What is the Core Cycle? The essence of management is to make knowledge productive Peter Drucker, “The essential Drucker”, 2001 A framework to make knowledge productive