Making KM work a framework for designing & managing knowledge organiza5ons. Rivadávia C. Drummond de Alvarenga Neto

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Rivadávia C. Drummond de Alvarenga Neto

2013

Making KM work– a framework for

designing & managing knowledge

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Fitossanidade

P&D

Variedades

Biotecnologia

Agronomia

Açúcar

Etanol

Energia

Laboratório

Mecânica

1ª Cana Transgênica

Ferrugem Alaranjada

Maior banco de

dados sobre solos

Sistema de Plan5o

Mecanizado

Limpeza de Cana

a seco

Açúcar s/ enxofre

Etanol de bagaço

Coordenador do projeto

Especif. Etanol (MCT)

Maior banco de

germoplasma do mundo

50% área cana Brasil

Fonte: Rogério Loureiro, CTC, 2010,2011.

Plataforma de

Inovação!

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The Magical Number 7 plus or minus 2....

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MODELS!

Ontologies, Taxonomies, Typologies, Frameworks,

Recipes and so on...

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hbp://hbr.org/web/slideshows/ﬁve-‐charts-‐

that-‐changed-‐business/1-‐slide

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Organiza>onal Knowledge Crea>on….

WHAT IS IT?

• a fragile organiza5onal process, par5cularly

towards the nature of knowledge itself:

ú

 

ﬂuid, dynamic, intangible…. (measurement x assessment)

ú

 

tacit and explicit, embodied in individual and groups,

ú

 

socially constructed, and constrained by individual and

organiza5onal barriers

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• Knowledge is approached through a

construc5onist perspec5ve, as human

cogni5on is not an act of

representa5on and not just a machine

for informa5on processing and logical

reasoning.

• In the construc5onist perspec5ve,

cogni5on is an act of construc5on and

crea5on (MATURANA and VARELA,

1987), as well as knowledge is tacit,

explicit and cultural (CHOO, 1998).

• Knowledge resides in one’s cogni5on

as well as in between crea5ve heads

with synerge5c purposes.

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STRATEGY

EXECUTION

TOOLBOX

CHOO (1998)

The Knowing Organiza5on Model

1.  Sensemaking

2.  Knowledge crea5on:

organiza,onal learning

and Unlearning

3.  Decision-‐Making:

bounded ra,onality

principle

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Source: hbp://hbr.org/2012/05/managing-‐your-‐innova5on-‐poroolio/ar/1

MANAGING YOUR INNOVATION PORTFOLIO – HBR 2012

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Sour ce : Al va re ng a Ne to an d Ch oo , 2009

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Incluir

idéia

Comitê Interno

Todas as idéias que forem arquivadas em algum momento do processo

Avaliação

preliminar

Realizar

avaliação

completa

Validar

e priorizar

Anteprojeto

Elaborar

Comunicar

autor

Incluir

avaliação no

sistema

CTC ou Associadas

Comitê Interno

Comitê Técnico

Avaliar e

priorizar

Projetos

Ferramenta de avaliação de projetos de P&D

Obje>vo

• A ferramenta de avaliação de Anteprojetos de P&D determina, com

base em critérios técnicos, econômicos e estratégicos, os projetos

de maior prioridade.

Filtros

a.

 

Valor Agregado

(25%)

b.

 

Risco

(10%)

c.

 

Foco da Estratégia Corpora>va

(25%)

d.

 

Homogeneidade de Absorção (10%)

e.

 

Vantagem Compe>>va

(15%)

f.

 

Impacto Tecnológico

(15%)

Fonte: Alvarenga Neto ,2008.

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Figure 5: Embrapa’s KM Model. Source: developed by the authors.

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Figure 10. Framework for designing an Enabling Context in KM

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Idéias por Especialidade (2001 - 2005)

0 2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48 50 52 54 56 58 60 62 64 66 68

Automacao

Coordenador

Eng. Agronomica

Eng. Materiais

Eng. Quimica

Estatistica

Gestor Aplicacao

Gestor P&D

Gestor Variedades

Projetista

Eng. Automação

Química

Eng. Química

Eng. Mecânica

Eng. Agrícola

Biologia

Eng. Elétrica

Estatística

Diretor

2001

2002

2003

2004

2005

Fonte: Alvarenga Neto, 2008 & Rogério Loureiro, CTC, 2010.

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METRICS & RESULTS

BSC

PRODUTO RESULTADO INSUMO PROCESSO Tangíveis Capital, Tempo, Software, infraestrutura física Intangíveis Talento, Motivação, Cultura, Conhecimento, Marcas Sistemas de Inovação Sistemas para recrutar, treinar, manter controle do aprendizado, execução e criação de valor Criativo Qualidade de ideias, índice de transformação em projetos e valor. Portfólio equilibrado Projetos da matriz de inovação e alinhamento com estratégia Lançamento de novos produtos Mkt Share, Índice de vendas Liderança de mercado Ganho de clientes, fidelidade dos clientes Aperfeiçoa mento dos processos de negócio Melhoria dos indicadores de processo ROI Valor captado ao longo prazo Clientes e lucratividade dos produtos

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“Necessity is the Mother of All

Inven5on!” (Einstein, Plato)

“The best way to predict the future is

to create it!” (Lincoln, Drucker)

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THANK YOU! Obrigado!

riva.drummond@unibh.br

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Beyond the ba: managing enabling contexts in knowledge organiza5ons Document Informa5on:

Title: Beyond the ba: managing enabling contexts in knowledge organiza5ons

Author(s): Chun Wei Choo, (Professor in the Faculty of Informa5on, University of Toronto, Toronto, Canada), Rivadávia Correa Drummond de Alvarenga Neto, (Professor at Fundação Dom Cabral (FDC), Nova Lima, Brazil)

Cita5on: Chun Wei Choo, Rivadávia Correa Drummond de Alvarenga Neto, (2010) "Beyond the ba: managing enabling contexts in knowledge organiza5ons", Journal of Knowledge Management, Vol. 14 Iss: 4, pp.592 -‐ 610

Keywords: Knowledge management, Knowledge organiza5ons Ar5cle type: Research paper

DOI: 10.1108/13673271011059545 (Permanent URL) Publisher: Emerald Group Publishing Limited

Acknowledgements: Rivadávia C.D. de Alvarenga Neto wishes to thank Brazil's FAPEMIG (Fundação de Amparo à Pesquisa do Estado de Minas Gerais), and FDC (Fundação Dom Cabral) for their support for this study and his post-‐doctoral research at the University of Toronto, Canada. Received: 29 October 2009. Accepted: 19 February 2010

Abstract:

Purpose – Looking at the prac5cal experience of organiza5ons pursuing knowledge management, it is found that their eﬀorts are primarily focused on crea5ng the condi5ons and the context that will enable knowledge crea5on. This need for developing enabling condi5ons and contexts was iden5ﬁed more than a decade ago when Nonaka and associates introduced the concept of “ba.” This paper aims to map the development of the concept of “ba” in a number of disciplines in order to understand its theore5cal evolu5on and prac5cal applica5on.

Design/methodology/approach – A comprehensive search and evalua5on of the literature resulted in a database of 135 papers, four

disserta5ons and four books. Using content analysis, cita5on analysis, and concept mapping, four categories of research ﬁndings are iden5ﬁed that in turn suggest four groups of condi5ons for enabling knowledge crea5on.

Findings – The paper discusses each of these condi5ons (the social/behavioral, cogni5ve/epistemic, informa5on systems/management, and strategy/structural), and introduces a framework that relates these condi5ons to the type of knowledge process and the level of interac5on that characterize a knowledge management ac5vity in the organiza5on.

Originality/value – It is concluded that managing knowledge in organiza5ons is fundamentally about crea5ng an environment in the organiza5on that is conducive to and encourages knowledge crea5on, sharing and use. Organiza5ons interested in pursuing knowledge management and innova5on may wish to be guided by the enabling condi5ons presented here that have been discovered over ten years of research. These condi5ons and the frameworks of which they are part can help managers to analyze, discuss, and introduce speciﬁc combina5ons of enabling factors that are tailored according to the type of knowledge process and level of interac5on needed to address a par5cular knowledge problem or vision.

Making KM work a framework for designing & managing knowledge organiza5ons. Rivadávia C. Drummond de Alvarenga Neto

Rivadávia C. Drummond de Alvarenga Neto

2013