harnessing chaos to drive innovation
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Keynote presentation given to the Speechbobble 2nd Social Networking Customer Council MeetingTRANSCRIPT
Harnessing Chaos to Drive Innovation
Social Networking Customer Council Meeting 2
March 23, 2012
© Missing Puzzle Piece Consulting, 2012 1
Agenda
• Introduction
• Encouraging Innovation
• Process for organizing chaos and driving innovation
• Case Study
© Missing Puzzle Piece Consulting, 2012 2
Missing Puzzle Piece Consulting
Organizing Chaos: The key to success is focusing on people, process, and technology, not one, but all three and how the three integrate and work together to provide superior collaboration, business process, and decision making results for the organization.
© Missing Puzzle Piece Consulting, 2012 3
INNOVATION
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Innovation
• The introduction of something new or different.
• Creating, developing, accessing and rapidly deploying (new) knowledge.
© Missing Puzzle Piece Consulting, 2012 5
How do you do this?
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How to encourage innovation
1. Processes and events to capture ideas, knowledge, experiences
2. Supportive atmosphere 3. Encourage risk taking and experimentation 4. Promote openness between individuals and
teams--share knowledge and experience 5. Shared responsibility across the organization 6. Reward innovation and celebrate success 7. Look for imagination and creativity as well as
diversity when recruiting new employees
© Missing Puzzle Piece Consulting, 2012 7
ENCOURAGING INNOVATION THROUGH KNOWLEDGE MANAGEMENT
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How to encourage innovation
1. Processes and events to capture ideas, knowledge, experiences
2. Supportive atmosphere 3. Encourage risk taking and experimentation 4. Promote openness between individuals and
teams--share knowledge and experience 5. Shared responsibility across the organization 6. Reward innovation and celebrate success 7. Look for imagination and creativity as well as
diversity when recruiting new employees
© Missing Puzzle Piece Consulting, 2012 9
Knowledge Management
Definition
• Connecting people to the knowledge they need to do their jobs whether that knowledge is tacit or explicit
© Missing Puzzle Piece Consulting, 2012 10
What activities are you going to choose to drive innovation?
1. Business driven action learning 2. Coaching and mentoring 3. Communities of practice 4. External assessment and benchmarking 5. Knowledge capture from projects 6. Knowledge exchange 7. Knowledge harvesting from individuals 8. Lessons learned 9. Peer assists 10. Project learning 11. Training
© Missing Puzzle Piece Consulting, 2012 11
Approach
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People
Process Technology
Which technology to pick?
• What problem are you trying to solve?
• What challenge are you trying to overcome?
© Missing Puzzle Piece Consulting, 2012 13
Chaos Organized
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Business-IT Alignment
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Collect:
•Business Processes
•Information Flows
•Organization Strategy and Plan
•IT Strategy and Plan
•Change Mgmt
Analyze:
•Human, Social, and Intellectual Capital Best Practices
•Change Mgmt
Resolve:
•Policies
•Knowledge & process flows
•Metrics
•Strategic Goals
•Governance
•Change Mgmt
Select technology
•Change Mgmt
Design/ Develop/ Test
•Change Mgmt
Implement
•Change Mgmt
•Processes
•Metrics
Use
•Change Mgmt
Evolve
•Change Mgmt
Knowledge Management Roadmap
© Missing Puzzle Piece Consulting, 2012 16
Business Intelligence/ Data Warehouse
Co
nte
xt
Organization/ Enterprise
Group/team
Individual
Scan, Map
Capture, Create
Package, Store
Share, Apply
Transform, Innovate
Learning Management/eLearning
ECM Component Content
Management Portal
Records Management
Document Capture
Communities of Practice, Expertise location
Social Media
Adapted from: Knowledge Managements by Despres and Chuvel, Journal of KM, vol 3, no. 2 1999, p119.
Supporting Technology
Collaboration
CRM, Contact Centre, Incident Management/Helpdesk
eDiscovery
Search
© Missing Puzzle Piece Consulting, 2012 17
CASE STUDY
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Multinational fast moving consumer goods (FMCG) company
• The situation: the company operates in the fast moving consumer goods market, products like, snack foods, toothpaste, and other grocery and toiletry items. Their success in industrialized countries was not translating to the new markets in the developing economies like China, India, and Russia.
• The decision: the Community of Purpose programme started off focused on the people and process side of the equation. The technology focused on connecting people to people to share experiences (a social application before social was common)
• The result: In the first five years that the programme existed sales in the small retail sales channel in the 12 emerging markets trebled, while profits more than doubled. In the 10 years the program and supporting technology have been in place more than $1 billion have been added to the bottom line.
© Missing Puzzle Piece Consulting, 2012 19
Harnessing Chaos to Drive Innovation
Thank You!
© Missing Puzzle Piece Consulting, 2012 20