KM Brazil 2004 Keynote - Harnessing Idea Power

Whats the Big Idea?
How to Leverage Idea Power in Your Company

Presented by Leonard Kish, MBA, MSIS, MS Managing Partner, Knowledge Continuity Center
The Knowledge Continuity Center, 2004
www.knowledgecontinuity.org
The World Ahead
THE EMPIRES OF THE FUTURE ARE THE EMPIRES OF THE MIND. -Winston Churchill
WHERE THERE IS AN OPEN MIND, THERE WILL ALWAYS BE A FRONTIER. - Charles Kettering, Head of Research at General Motors for 27 years
We Are Constantly Uncovering New Worlds of Knowledge

Genomics Proteomics Nanotechnology Subatomic Physics Neuroscience Space Enterprise Systems
The uncovering of the Human Genome is akin to Columbus discovering America.
O Futuro e Voc, Juan Enriquez, Director, Life Sciences Project, Harvard Business School
The New Capital: Knowledge The most valuable asset of a 21st Century
institutionwill be its knowledge workers and their productivity.
- Peter Drucker 1999
If you learn to manage this asset quickly and effectively, competitors will never catch up.
Question
For many companies intangible assets make up the majority of all assets - for some others, almost all assets are knowledge assets. Our major challenge: 1. To find and 2. leverage these hidden assets
Historical Perspective: Representation of Assets
Maps of all kinds have been key to managing assets since the dawn of humankind. We all speak the map language.
Traditional Asset Management with Maps
Maps allow us to predict future events, and act in preparation.
From National Geographic, June 2004, Infographic by 5W Infographics
Modern Maps
..and these maps constantly become more refined, almost real.
*Satellite Photos Courtesy of NASA and Geospace
Modern Maps
We continue to add
depth new layers of dimension to these maps.

Deeper and Deeper

We go from Vision to Strategy
until...

we arrive at our destination.
What do we need to navigate the knowledge economy?

A clearly defined vision (Where we want to go.) A map (A way to track and visualize the knowledge space.)
A way to get there (The plan.)
Definition of Knowledge Given a set of information about a situation, knowledge is the ability to select a course that will lead to the highest probability of achieving a goal. Wisdom is bringing knowledge and action together.
Principles of Effective Property Systems (Capital to Action)

Fixation Integration Accountability Standardization Networking Transaction Protection
*From The Mystery of Capital, Hernando de Soto, Peruvian Economist

Effective Representation and Sharing of Knowledge Turns Know-How into Action
The best systems for leveraging knowledge assets are generally those that fulfill de Sotos criteria. Maps are great ways to fixate these assets XML and Web Services fit the criteria
Mapping the Knowledge Space and Leveraging the Knowledge Assets Steps 1. Encourage sharing of ideas, open the knowledge vault 2. Mapping (fixation of some kind) 3. Ensure knowledge systems are networked, integrated, accounted, transaction protected and standardized 4. Facilitate action toward vision
Idea Sharing Principles

Provide mechanism to focus on specific organizational goals and objectives Encourage all intelligence sources to contribute their ideas Don't limit innovation to one department!
Promote Transparency (idea transaction protection)

Reduce cynicism Rewards
Leverage Cross-fertilization Focus on speed to market of ideas, just like products Integrate into common applications Encourage Blogging! Get ideas out into the knowledge space!
Dont Forget! You have several sources of ideas and knowledge! Each company interface is a source. Customers
Employees
Shareholders Suppliers
Mapping Knowledge Profiles
Mapping Organizational Maps

Process Maps People Networks Information Networks Idea Networks
Mapping Visualization of Search Results

How many people ever get past the first page of a Google search result?
What else might you want to search?
What other algorithms might you want to use?

Intellectual Property Mapping
Case Study $60 Billion Oil Company Challenges: Silos Innovation Replicating Best Practices
Case Study
Idea Process 1. Submit Idea 2. Idea Received 3. Idea Under Review 4. Remain in Idea Bank 5. Conduct Additional Research 6. Move to Innovation Portfolio
Case Study Results $250M in 10 months [~$830,000/day] Industry leading 7% Implementation of Ideas 6 New Company Spin-offs
Facilitate Action Toward the Vision
Hierarchal
Incremental
Vision Desired Future
Strategy
Core Process Alignment
Structures
Flow
Innovation
Revolutionary
VALUE
End-to-End Work Flow
Progress Towards A High Performance System
A new concept leading to competitive advantage with measurable value
Our challenges for maintaining and growing the knowledge asset

69% of executives ranked innovation as a top-three business priority 231,000 years of cumulative experience will be gone from the Petroleum Industry by 2010 Recent college graduates will have 11 jobs throughout their career
Layoffs
Mergers Disasters
Unplanned mergers
The Plan - How We Meet the Challenge
Attention
Strategic Awareness Goals Clarification Team Formation Communication Plan
Educate, Discuss, and Brainstorm Opportunities for Holistic Performance Improvement
Assessment
Snapshot Diagnosis Knowledge Continuity Assessment KCC Advantage Plan
Advantage
Pilot Program
Augment
Monitor
Pilot Assessment Organizationwide Rollout
Evaluate Improve
Develop Baseline and Roadmap to Build Organizational Capabilities
Execute PeopleCentered Approach to Bring Competitive Advantage
Build Selfoptimized Sustainability
Profit, Productivity, Value
The Journey is only Beginning! How deep will we go?
New Property, New Laws

KM Brazil 2004 Keynote - Harnessing Idea Power

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Whats the Big Idea?

How to Leverage Idea Power in Your Company

The Knowledge Continuity Center, 2004

The World Ahead

The Knowledge Continuity Center, 2004

We Are Constantly Uncovering New Worlds of Knowledge

The Knowledge Continuity Center, 2004

- Peter Drucker 1999

The Knowledge Continuity Center, 2004

The Knowledge Continuity Center, 2004

Historical Perspective: Representation of Assets

The Knowledge Continuity Center, 2004

Traditional Asset Management with Maps

Maps allow us to predict future events, and act in preparation.

From National Geographic, June 2004, Infographic by 5W Infographics

The Knowledge Continuity Center, 2004

..and these maps constantly become more refined, almost real.

*Satellite Photos Courtesy of NASA and Geospace

The Knowledge Continuity Center, 2004

*Satellite Photos Courtesy of NASA and Geospace

Deeper and Deeper

*Satellite Photos Courtesy of NASA and Geospace

We go from Vision to Strategy

*Satellite Photos Courtesy of NASA and Geospace

we arrive at our destination.

The Knowledge Continuity Center, 2004

What do we need to navigate the knowledge economy?

A way to get there (The plan.)

The Knowledge Continuity Center, 2004

The Knowledge Continuity Center, 2004

Principles of Effective Property Systems (Capital to Action)

*From The Mystery of Capital, Hernando de Soto, Peruvian Economist

Effective Representation and Sharing of Knowledge Turns Know-How into Action

The Knowledge Continuity Center, 2004

The Knowledge Continuity Center, 2004

Idea Sharing Principles

Promote Transparency (idea transaction protection)

The Knowledge Continuity Center, 2004

Mapping Knowledge Profiles

The Knowledge Continuity Center, 2004

Mapping Organizational Maps

The Knowledge Continuity Center, 2004

Mapping Visualization of Search Results

What other algorithms might you want to use?

Intellectual Property Mapping

The Knowledge Continuity Center, 2004

The Knowledge Continuity Center, 2004

The Knowledge Continuity Center, 2004

The Knowledge Continuity Center, 2004

Facilitate Action Toward the Vision

Vision Desired Future

Core Process Alignment

End-to-End Work Flow

Progress Towards A High Performance System

A new concept leading to competitive advantage with measurable value

The Knowledge Continuity Center, 2004

Our challenges for maintaining and growing the knowledge asset

The Plan - How We Meet the Challenge

Pilot Assessment Organizationwide Rollout

Develop Baseline and Roadmap to Build Organizational Capabilities

Execute PeopleCentered Approach to Bring Competitive Advantage

Build Selfoptimized Sustainability

Profit, Productivity, Value

The Knowledge Continuity Center, 2004