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SEPT SMALL ENTERPRISE PROMOTION + TRAINING
Management in an Increasingly Knowledge-Based Economy
_____________________________ Dr.-Ing. Kay Alwert alwert GmbH & Co. KG [email protected] _____________________________ adress. Dunckerstraße 27 zip/place. 10439 Berlin telefon. +49 (0) 30 / 201 44 538 telefax. +49 (0) 30 / 447 33 102 mobile. +49 (0) 170 / 47 55 805 e-mail. [email protected] web. www.alwert.com / www.wissensbilanz.net
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Agenda
1. “What the hell do you mean when you talk
about knowledge”?
2. Some aspects of a Knowledge-Based Economy
3. Management in a knowledge-based economy
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“What the hell do you mean when you talk about knowledge”?
“The biggest mistake you can make when you are introducing knowledge management is to start a discussion about the definition of knowledge…” (Peter Heisig, Cambridge)
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“What the hell do you mean when you talk about knowledge”?
The bad message… • There is no commonly accepted definition about knowledge
• Even the most known definition about knowledge as “true justified belief” which goes back to Plato (s. Theaitetos) concludes, that defining knowledge is unsatisfying because at the end you always have more questions than answers.
• Since than mankind has produced a vast amount of literature about knowledge from multiple disciplines and perspectives, which made it even worse.
• There are a lot of controversial questions e.g.: can only people have knowledge? What is truth? Does knowledge only exist in language? Are information and knowledge synonyms? Is implicit knowledge knowledge? Etc.
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“What the hell do you mean when you talk about knowledge”?
The good message… There are some aspects which always come around in most of the scientific
definition trials and are a good starting point to describe knowledge:
• Knowledge is a precondition for action and communication.
• There are at least two kinds of knowledge: know-how, which seems to be similar to competence and know-that, which is about true facts.
• Knowledge has a social component, which is responsible for its verification.
• Knowledge is intangible but somehow tied to a carrier (knower).
• Knowledge is created through processes like cognition, learning, interconnecting and has to do with the generation of structure/ models.
• The value of knowledge is highly context-sensitive …
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“What the hell do you mean when you talk about knowledge”?
The best message…
Even without a definition of knowledge, we have produced an enormous and increasingly growing amount of knowledge, which enables us to produce stunning technologies…
Somehow we have managed to organise all this without a commonly accepted definition.
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Agenda
1. “What the hell do you mean when you talk
about knowledge”?
2. Some aspects of a Knowledge-Based Economy
3. Management in a knowledge-based economy
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© 2012 alwert & Fraunhofer Academy, 8
Some indicators about the importance of knowledge in society and economics
Source: Rollwagen & Voigt (2012): Mehr Wertschöpfung durch Wissen(swerte) - Folgen für regionale Wachstumsstrategien DB Research 2012
- Globally more than 5 Mio Researchers in 2008
- In 2008 more than 1,000 Billion USD Investments in R&D
- In 2008 nearly 1 Mio scientific publications
- In Japan, US, GB, Germany: ca. 4 – 5tsd Researchers per Mio inhabitants.
- 30 Mio Students in China in 2010, followed by 20 Mio US students.
- Number of valid patens is constantly rising. In 2010 4 Mio valid patents hold only by 3 countries (Korea, US, Japan)
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New ways to work… New challenges… New pathways to value.
- Increasing knowledge intensity of products due to technological advance: nearly no single
person can understand an entire product (e.g. cars, computers, smart phones etc. …)
- New knowledge transfer mechanisms (e.g. Stanford internet lectures, youtube lectures from
nearly experts, forums, free flow of explicit knowledge, cross-licensing, scrum, extreme
programming, cloud cooperations, interims management etc.)
- Crowdsourcing (e.g. beta-testing, wikipedia, app-markets, programming libraries, crowdfunding)
- Open innovation (e.g. collaborative science, spin-offs, rapid exchange of employees, serial
entrepreneurs, copy cats, knowledge clusters)
How does theses developments affect me and my company?
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The value and values of an organisation in a knowledge-based Economy
Microsoft Corporation 1978
Would you have invested?
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There is a huge tacit part
Quelle wikipedia
We normally don‘t see…
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wow!
Success Human Capital
§
Structural Capital
$
Relational Capital
Sales
production
R&D
Business Processes
What are the tacit assets of an organization…. And why is the Management of the Intellectual Capital so Difficult?
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Why is the Management of the Intellectual Capital so Difficult?
wow
SuccessHuman Capital
§
Structural Capital
$
Relational Capital
Sales
production
R&D
BusinessProcesses
wow
Success
wow
SuccessHuman CapitalHuman Capital
§
Structural Capital
§
Structural Capital
§
Structural Capital
§
Structural Capital
$
Relational Capital
$$
Relational Capital
Sales
production
R&D
BusinessProcesses
Sales
production
R&D
BusinessProcesses
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But this is far not the end of the complexity….
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Agenda
1. “What the hell do you mean when you talk
about knowledge”?
2. Some aspects of a Knowledge-Based Economy
3. Management in a knowledge-based economy
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© 2012 alwert & Fraunhofer Academy, 16
Two Perspectives in Knowledge Management Two combined SME-instruments
Deriving Actions
Measuring Success
ICS
Stra
tegi
c Pe
rspe
ctiv
e O
perational Perspective
KM
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Two Perspectives in Knowledge Management Two combined SME-instruments
Deriving Actions
Measuring Success
ICS
Stra
tegi
c Pe
rspe
ctiv
e O
perational Perspective
KM
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© 2012 alwert & Fraunhofer Academy, 18
Structural Model for Knowledge Management
Business Environment (Possibilities & Risks)
Organisation
Business Processes Measures Strategy Vision Business Success
Other Resources
Initial Situation
Knowledge Processes
Human Capital
Structural Capital
Relational Capital
Intellectual Capital
External Impact
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Make the tacit part visible by an impact analyses
Structural Capital
Human Capital
Business Strategy and Processes Relational
Capital Production Sales R&D
Customer
Cooperations
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Analyse the Quantity, Quality and Systematic in Managing your Intellectual Capital (QQS Assessment)
Product innovation
New products in developement
Evaluation scale: 0% = not sufficient 30% = partly sufficient 60% = mostly sufficient 90% = always sufficient 120% = better than necessary
„Do we have enough product innovations according to the strategic requirements?“
„Are the product innovations good enough according to the strategic requirements?“
„How systematic is our product innovation process? “
Main Arguments
Main Arguments
Main Arguments
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Representatives of the organisational knowledge identify and evaluate the Intellectual Capital – towards collective leadership…
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Prioritize the fields of intervention
IC Management Portfolio QQS Assessment
Impact Analysis
Relational Capital
Production Sales R&D
Customer
Cooperations
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Relational Capital
Production Sales R&D
Customer
Cooperations
Secure a systematic learning process by solutions which support a closed circle of knowledge activities
Generate knowledge Use knowledge
Distribute knowledge
Store knowledge
Quelle: Heisig, P.: Integration von Wissensmanagement in Geschäftsprozesse. Dissertation, Hrsg. Dr.-Ing. Kai Mertins. Berlin: Produktionstechnisches Zentrum 2005.
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© 2012 alwert & Fraunhofer Academy, 24
Two Perspectives in Knowledge Management Two combined SME-instruments
Deriving Actions
Measuring Success
ICS
Stra
tegi
c Pe
rspe
ctiv
e O
perational Perspective
KM
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© 2012 alwert & Fraunhofer Academy, 25
Management in an Increasingly Knowledge-Based Economy
“There is a theory which states that if ever anybody discovers exactly what the Universe is for and why it is here, it will instantly disappear and be replaced by something even more bizarre and inexplicable.
There is another theory which states that this has already happened.”
Douglas Adams
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•_____________________________
•Dr.-Ing. Kay Alwert •_____________________________ •adress. Dunckerstraße 27 zip/place. 10439 Berlin telefon. +49 (0) 30 / 201 44 538 telefax. +49 (0) 30 / 447 33 102 mobile. +49 (0) 170 / 47 55 805 e-mail. [email protected] web. www.alwert.com / www.wissensbilanz.net
Fragen und Antworten
Wissensbilanzen für mittelständische Organisationen Alwert, Kay: Dissertationsschrift IRB Verlag 2005 Wissensbilanzen Intellektuelles Kapital erfolgreich nutzen und entwickeln Hrsg.: Mertins, Alwert, Heisig Beiträge von über 20 namhaften Experten!
www.bmwi.bund.de
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Derive KM Actions which close the KM cycle
0,25Y – 1Y
1Y – 2Y
0,25Y – 1Y
1Y – 2Y
0,25Y – 1Y
0,25Y – 1Y
1Y – 2Y
>2Y
1. Product process
8. Co-operation/
knowledge transfer
10. Product
innovation
12. Customer relations
27. Financial results
28. Image/brand
5. Employee motivaion/leadership
Use ideas to develop new products
Idea development in interdisciplinary teams
Communicate knowledge about Innovation to the
customer
Measure success of new products
- Image as an „Innovator“ by Customer survey
Transfer knowledge about new product between
development and production
Measure success of innovation process
- Sales share of new products - Profitability of new products
Transfer knowledge about Requirements to
idea team