A Hybrid of Western/Eastern Approaches April 26th, 2012 Naoki - - PowerPoint PPT Presentation

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A Hybrid of Western/Eastern Approaches April 26th, 2012 Naoki - - PowerPoint PPT Presentation

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APQC KM Conference 2012 - BEYOND KM: THE ROAD TO KNOWLEDGE-DRIVEN EXCELLENCE- Driving K-based Change: A Hybrid of Western/Eastern Approaches April 26th, 2012 Naoki Ogiwara Senior KM Officer Financial and Private Sector Development The World

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2012 NAOKI OGIWARA, The World Bank

Driving K-based Change: A Hybrid of Western/Eastern Approaches

April 26th, 2012

Naoki Ogiwara

Senior KM Officer Financial and Private Sector Development The World Bank

APQC KM Conference 2012

  • BEYOND KM: THE ROAD TO KNOWLEDGE-DRIVEN EXCELLENCE-
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2012 NAOKI OGIWARA, The World Bank

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Agenda

Introduction: East/West KM Experience Oriental KM Focuses

Key concepts and elements Actual case: Japanese chemical company

East meets West: Future Center

History, key concepts and elements Actual case: Governmental agency and Private Bank in European countries

Implication: why we need the hybrid approach and how it works?

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Introduction: KM Consulting at KDI, Japan (2000-2011)

(Strategic Practices Group) (Knowledge Innovation Research Organization) (American Productivity & Quality Center) IDEO Tom Kelley Carla O’Dell Susan Stucky Francis Duffy Rory Chase Ikujiro Nonaka Noboru Konno

  • Global KM Research Network

Tom Davenport Larry Prusak Babson Working Knowledge

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2012 NAOKI OGIWARA, The World Bank

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2001 2003 “How to Start up KM Successfully” < US >

  • Buckman

Laboratories

  • BP
  • Northrop

Grumman

  • World Bank

< Japan >

  • Askul
  • Kao
  • Nippon

Roche

  • PWCC
  • Recruit
  • Sumitomo

3M

  • Toyota Motor

“Methodology

  • f Innovation”

< US >

  • Cisco Systems
  • IDEO
  • NASA JPL
  • Northrop

Grumman

  • parc

< Japan >

  • Askul
  • St. Luke

Hospital

  • Pfizer Japan
  • Toyota Motor

2002 2004 “Value Creation from Customer Knowledge” < US >

  • Accenture
  • APQC
  • Buckman

Laboratories

  • IDEO
  • Schlumberger
  • Steelcase

< Japan >

  • Brother

Industries

  • Oriental Land
  • Recruit
  • Shiseido

“Using KM to Drive Innovation” < Europe >

  • Cap Gemini

Ernst & Young

  • European

Commission

  • Siemens
  • Skandia
  • Unilever
  • Xerox Global

Services < Japan >

  • Chiba COOP
  • Eisai
  • Honda Motor
  • Japan Gore-

Tex

  • Mayekawa

MFG 2005 “KM for Social Innovation” < Europe>

  • ABN AMRO
  • Danisco
  • Danish

Government

  • Daimler

Chrysler

  • Holcim
  • Royal Dutch

Shell

  • Siemens
  • Twynstra WI

< Japan >

  • Benesse Style

Care

  • Osaka Gas
  • Sony
  • Hamamatsu

Photonics

  • Incs
  • MUJI

“Knowledge- based Innovation” < US>

  • Best Buy
  • Defense

Intelligence Agency

  • NASA
  • 3M
  • World Bank

< Japan>

  • IBM Japan
  • Migakiya

Syndicate

  • Sharp
  • Suntory

2006 2007 “Drawing Out K-Workers Creativity” < US>

  • Booz Allen

Hamilton

  • Capital One
  • Cisco

Systems

  • Gensler
  • IBM
  • IDEO

< Japan>

  • Denso
  • Mirai

Industry

  • Samsung

Japan

  • Recruit

Agent

Introduction: Global KM Benchmarking (2000-2011)

  • 3-
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2012 NAOKI OGIWARA, The World Bank

Our View: KM Focus has been expanding

KM 1.0 KM 2.0 KM 3.0

Information Sharing

  • Focus: Explicit Knowledge
  • Enabler: IT-based Knowledge Repositories

Knowledge Sharing

  • Focus: Tacit Knowledge
  • Enabler: Communities of Practices

Knowledge Creation

  • Focus: New Knowledge Creation
  • Enabler: Collaborative Workplace and Dialogue

Methodologies

  • improve productivity
  • improve effectiveness
  • drive innovation
  • solve complex problems
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Western/Eastern KM Perspective: How different?

KM Focus:

Western KM: Knowledge Sharing >>> Knowledge Creation Eastern KM: Knowledge Creation >>> Knowledge Sharing

Type of Knowledge to be focused:

Western KM: Codified K & Tacit K (balanced) Eastern KM: Tacit K >>>>> Codified K

Key Enablers:

Western KM: IT Platform (repository/collaboration) Eastern KM: Physical Workspace

KM is usually set as a driver of:

Western KM: Improving organizational Efficiency/Effectiveness Eastern KM: Accelerating Innovation

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“Ba” as Key Concept of Japanese KM

“Ba,” or is defined as “shared context in motion,” or time and space in which people interact Original meaning of “Ba” is place, field, or space Building quality “Ba” for sharing and creating knowledge has been the central focus of eastern KM “Ba” is usually physical one (face-to-face), but could be on virtual collaboration platform In stead of focusing on infrastructure, eastern KM often focus

  • n how to improve the quality of “Ba,” interaction among

people

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Japanese Chemistry Company Case

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2012 NAOKI OGIWARA, The World Bank

Similar approach in different context: Future Centre in Europe

  • The first FC was Built by Skandia Life Insurance in

Sweden in 1996

  • The Centre was tied to its successful Intellectual

Capital Management initiatives

  • Created as ‘unusual place’ to explore out-of-box

thinking to leverage their intellectual assets (staff’s brain power)

  • Renovated a nice, old lakeside house
  • Successfully developed many business ideas/

innovation via Future Centre

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2012 NAOKI OGIWARA, The World Bank

  • 1995

Skandia Future Centre (Sweden)

  • 1998

Royal Mail Innovation Lab (UK)

  • 2000

FutureFocus@DTI (UK)

  • 2002

1st Future Centre in NL

  • 2005

5 Future Centre initiatives in NL

  • 2005

1st International FC Summit (NL)

  • 2006

OpenFutures European Commission

  • 2006

2nd Future Centre Summit (Italy)

  • 2007

MindLab and Futurefocus get broader focus

  • 2008

LEF, Dialogues House, BliQ, KDI (Japan)

  • 2009

3rd Future Centre Summit (Sweden)

  • 2009

New initiatives in Finland, China, Saudi Arabia

  • 2010

4th Future Centre Summit (Japan) There are over 40 FCs in the world with the network of FC Alliance

Future Centre: growing trends in Europe and Asia

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Dutch Government Agency Case

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European Private Bank Case

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Implications: Key Success Factors of the Hybrid Approach

  • 1. Design its unique K-creation mechanics
  • Japanese Chemical Company: Increase the possibility of collaboration

beyond boundaries

  • Dutch Tax Agency: Bring out staff’s creativity
  • ABN AMRO: Bring in wild ideas of entrepreneurs and tie them to the

company’s core knowledge

  • 2. Embed the K-creation process into its business model
  • Japanese Chemical Company: K-collaboration (beyond boundaries/with

external partners) as a driver of R&D innovation

  • Dutch Tax Agency: Shipyard activities as a driver of generating ideas for

better policies on taxes/customs

  • ABN AMRO: DialogueHouses activities as a part of capital investment
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Implications: Key Success Factors of the Hybrid Approach

  • 3. Creative and holistic design and use of space, methodologies,

facilitation, and hospitality

  • Japanese Chemical Company: Joint-experiment floor, K-café, Touch Zone
  • Dutch Tax Agency: The Brain, The Silence, The Workshop and facilitation
  • ABN AMRO: Pressure cooker, skybox, forum
  • 4. Use ‘unusual experience’ to drive
  • rganizational change
  • Japanese Chemical Company:

Touch Zone workshop

  • Dutch Tax Agency: Workshop at Shipyard
  • ABN AMRO: Collaboration with entrepreneurs at DialoguesHouse