1. KNOWLEDGE SYSTEM SUPPORTING INNOVATIVE LEARNING Salvatore Garbellano Paris, 10th July 2008

3. Dilbert’s has a pessimistic (or cynical) point of view, but his opinion has something of true. Today, too many programs are focused: More on training than on learning More on individual learning than on organizational learning More on “old” knowledge (business as usual) than on competencies and qualities necessaries to compete in global arena and in a so high dynamic environment Scarce integration between (formal or informal) knowledge management system and many programs

4. Experiencing on the job 45% Networking 30% Workshops 10% Training programs 8% Mentoring and coaching 3% Special assignments 2% Manuals and instructions 2% HOW PEOPLE DEVELOP THEIR KNOWLEDGE Source: KPMG In the organizations, people learn, act and develop their knowledge inside specific, professional and organizational environments For knowledge workers, learning is embedded in creating, sharing and connectedness

5. 1. Most learning takes place on the job 2. Most learning is informal 3. We learn in different ways: Instruction Reading and listening Doing and observing Trial, error, adjust and adapt Guided and unguided 4. We (may) learn from different sources Courses and instructors Experts Web sites Documents Colleagues Experience 5. Some people are not happy to share knowledge, insights, perceptions THE CHALLANGES FOR EFFECTIVE KNOWLEDGE SYSTEM

6. MULTIPLE LEVELS OF MASTERY REQUIRE MULTIPLE LEARNING STRATEGIES

7. EFFECTIVENESS OF LEARNING METHODOLOGIES Book - Lecture Case study On the job training Customized business game Generic business game “Prisoners dilemma Like” Role Play Web 2 Social learning com- munities New simulations Action learning Problem driven enviro- nments Outdoor – theatre events Knowledge: content transfer Application of content: ordinary experience Emotional engagement & accountability CONTESTUAL GENERIC

8. There are no shortcuts when it comes to innovation and change GE's strength is not in breakthrough innovation but, it is a highly structured process that involves a mix of management training, increased exposure to outside ideas, venture capital to get “early visibility” of clever inventions, continuous funding for the development of new ideas (Immelt, 2007) Last, but not least, the acceptance of failure is an integral part of the effort, as long as it is “fast failing”. LEARNING METHODOLOGIES ARE NOT ENOUGH

9. SOME EXAMPLES

10. IBM has invited all the 330.000 employees (from the CEO to the young graduates, coming from 160 countries) and leaders from science and technology, customers, business partners, and even family members to join in a new form of collaborative innovation: Innovation Jam. InnovationJam was more than just a large on-line brainstorm: the main aim was to identify new market opportunities. IBM has committed up to $100 million in development funding for the best ideas that arise out of this Jam process InnovationJam discussions explored some of most promising areas: Going Places — Transforming travel, transportation, recreation and entertainment Finance & Commerce — The changing nature of global business and commerce Staying Healthy — The science and business of well-being A Better Planet — Balancing economic and environmental priorities IBM: INNOVATION JAM (1)

11. The Jam takes place in two distinct phases. During the first (Idea Generation), IBM concentrated on creating new ideas for innovation. Over the course of 72 hours, IBM examined key dimensions of business and society along with emerging technologies to spark and build ideas and robust proposal for products, services, business processes and model innovation. During the second phase (Idea Refinement), IBM focused the efforts on a subset of top ideas from the first phase, to test and refine them by asking simple questions such as: Who might be likely to buy such a product or service? Through what channels might it be offered? Would existing technologies be combined to make it possible, or would new inventions be required? What might the societal impact of this innovation be? IBMers rated which ones they believe have the most impact and potential for near-term success. IBM: INNOVATION JAM (2)

12. 1. Don’t be shy — you’re the expert. 2. Take a look around and see what’s happening first: You’ll likely find inspiration — and some healthy grounding — in the ideas already posted by your fellow Jammers. 3. Build your case with data: Supplying facts, data and trend analysis for your idea, or to support the ideas of others 4. There’s a time to think big and a time to do a reality-check: when starting out, don’t let the feasibility of your ideas stop you from expressing them. 5. Be constructive: Jamming is about building on good ideas to make them great. Rather than criticize, improve an idea by adding to it. 6.Don’t get on a soapbox: keep in mind the goals and objectives of the Jam. IBM: TIPS FOR SUCCESSFUL JAMMERS (3) IBMers first “jammed” in 1998, high commitment of CEO, workshops, communications, program managers, leadership model, HR management, etc.

13. Why: –Activating effective processes of communication through colleagues and a bottom up approach in selling networks –Capitalizing on information and the knowledge within a network Who: –Commercial VP –Participants: 600 active technical- sales personnel of BTicino and Legrand Italia How: –Organizational and technological assessment –Co-design the system with sponsors and participants –Technology set-up –Communication plan/Launching BTICINO

14. BTICINO: LEARNING SYSTEM

15. Training Communication Mkting Mkting prodotto My Home STC FTC Map of training contents Training -nuovi prodotti -lampi formativi -video/audio Contats Communications -news -report eventi -brochures Map of infomation tools Manuals -fogli istruzioni -selezione foto -piano di marketing -cataloghi Monitoring competiitors -scontistica/prezzi -soluzioni/prodotti -promozioni Room for creativity - nuove funzionalità su prodotti esistenti Tests -comunicazione tecnica -promozioni Schede personali Spazio creativo soluzioni -soluz.innovative di FTC My Home Offerte grandi lavori Confronto tecnico e di mestiere Defects of the products Collana referenze Room for training needs Monitoring customers: -apprezzamento promozioni -apprezzamento nuovi prodotti The Knowledge System

16. Data input: questionnaires ad hoc (survey online) Construction: specific analysis tools and representation data (social maps) Dimension of analysis –Levels of collaboration within the network –Sharing of information –Wellbeing and trust Qualitative/quantitative evaluation of: –Connections and co-existence of networks –Central / peripheral analyses –Competencies and best practices –Levels of trust BTICINO: THE MAIN TOOLS

17. illycaffe’: LEARNING FOR THE STAKEHOLDERS Coffee producers EmployeesBaristasCustomers EXCELLENCE QUALITY INTERNATIONALIZATION VALUES AND SUSTAINABILITY Knowledge management, patents, strong relationship with the cluster

18. LEARNING FOR BRAND BUILDING AND IDENTITY Learning community (company leader, suppliers, customers, sales network, etc.)‏ Consolidate competitive advantages Build up and reinforce network Identity, reputation, branding CEO commitment Company strategy: uniqueness Supply chain management Detection of key know how in the value chain Knowledge management Formal and informal learning processes High codification of knowledge (patents) High control of tacit knowledge (internal trainers) Illy Corporate University

19. HR MANAGEMENT: KNOWLEDGE SYSTEM AND INNOVATIVE LEARNING Knowledge system and innovative learning can be implemented only when the companies: Reinforce the professional identity and sense of corporate belonging Foster empowerment Identify and develop talents Foster the mobility Promote feedback Reward Manage and value diversities Balance work and life Care for quality of life on the job Care for employability Create a consistent culture: risk taking, tolerate mistakes, shared value proposition Source: adapted by Butera

20. SOME FINAL REMARKS Innovation is more than technology, innovation in business concern how we think about and do management, how we organize, solve problems, make strategy, lead people.

21. FINAL THOUGHT Machiavelli argued five centuries ago that strategic success depends on two concepts: Virtu’: preparedness and readiness Fortuna: the ability to recognize opportunities and take advantage of them. They are not innate qualities. Innovative learning does not guarantee the success, but shows what we need to do in order to achieve that goal.

22. THANK YOU rgarbellano@istud.it