futur center will exploit new kms

8/6/2019 Futur Center Will Exploit New KMS

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FUTURE CENTER

TRANSFORMATION INTOSUSTAINABLE

KNOWLEDGE ENTERPRISES

Takahiko Nomura (nomura@glocom)

Takahiko Nomura, 2010 1


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I. Knowledge-creatingOrganization for leveraging

Change Productivity

Where will sub-optimizedproductivity lead us?



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Background:

Limitation of technological innovation

Customer Value

IncunabulaTechnological

innovationhas driven the

customer value Technological Value



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Background:Limitation of technological innovation

Customer Value

IncunabulaTechnological

innovationhas driven the

customer value Technological Value

Presupposition ofcustomer value has

dramatically changed

Limitation oftechnological

refinement

As markets become mature and products andservices become comoditized, we face the

limitations of technological innovation.



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We need New Productivity to achieve

unpredictable business success

PredictableGoal

Productivity(Speed and

efficiency ofachieving

predefined goal)

Significance ofExistence

(Our Belief)

Creativity(Diverse evolution)

UnpredictableBusiness

Success

Effectiveness(Timely connection

of needs and seeds)



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CHANGE PRODUCTIVY Model Speed of change should be defined as a new form of

productivity for knowledge workers.

Manager of

otherdepartment

Motivation tobecome aware of

new trends

Motivationto develop proposals

Motivationto plan

Motivationto execute

Motivation topersuade

co-workers

Speed of Change

(CHANGE PRODUCTIVITY)

Motivation to reach out to

other department

DepartmentMotivation to reach out


Motivationto plan



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Issue of Assertiveness Even though an employee may discover a new trend,

its not easy for him to propose his plan to his boss.

Manager of

otherdepartment

Speed of Change


Department

Issue of

Assertiveness



new trends


Motivationto plan



co-workersMotivation to reach out to

other department

Motivation to reach out


Motivationto plan


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Issue of Execution Though the department may design an action plan, its

not easy for co-workers to execute the plan.

Manager of

otherdepartment

Speed of Change


Department

Issue of

Execution



new trends


Motivationto plan




other department



Motivationto plan


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Issue of Bridging Though cooperation of other departments is needed,

its not easy for them to bridge all the gaps.

Manager of

otherdepartment

Speed of Change


Department

Iss e of

Bridging



new trends


Motivationto plan




other department



Motivationto plan


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CHANGEPRODUCTIVITY could be measured as the

summation of followings: Speed of local change

Speed of cross-functional change

Speed of corporate-wide change

Manager Task team

Staff OrganizationStaff ofother

department

ExecutiveMeeting

Manager ofother

department

Department

TOP

PROJECT

Local

CHANGE PRODUCTIVITY

Cross-functional

CHANGEPRODUCTIVITY

Corporate-wideCHANGE PRODUCTIVITY



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II. Future Center

A new platform for solvingcomplex problems through

dialogue among diversestakeholders



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What are Future Centers?

(Hank Kune, Future CenterAlliance) Highly participative working and

thinking environments

Collaborative workplaces

where learning and insights

from past and future

and diverse perspectives

are applied to solve real-world problems

in the present

12 Takahiko Nomura, 2010


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Solve problemswith a new creativeapproach

Managing stakeholders knowledge andintellectual capital in waiting

Future Center Future Center is a safe space for diverse people to have a

dialogue to create the future. Solve complex problems by eliciting positive and spontaneous inputs from

stakeholders

Transform organizational culture to solve complex problems through deep

thinking

Space

Methodologies

Hospitality

Facilitators Experience



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Success Factors for Running Future Centers Use of Space

Role of the facilitator

Combining playfulness and hard work Focus on concrete results

Crossing thresholds, breaking down compartments,helping people to extend their limits

Its all about people.



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Ba: Prof.IkujiroNonaka

Shared Context in Motion for KnowledgeCreation Ba is a shared space for emerging

relationships, which can be physical, virtual ormental.

Ba is where a relationship between individual,group and organization emerge relationship toutilize, create, share and practice knowledge.

How to generate and develop such Baspaces is a fundamental subject for knowledgemanagement.



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Good Ba for the Emergence of

Knowledge (IkujiroNonaka)1. Self-organizing with self-transcending goal

2. Direct sharing of senses, feelings and emotions(care, love, trust, and safety)

3. Shared objectives and commitment, no passiveobservers

4. Self-awareness in ones relationship with others

(meta-recognition)

5. Overcoming limitations by changing centers

6. Metaphor of sphere: diversity of knowledge

and efficient interactions (requisite variety)



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FC Facilitation for driving an

Empathic Innovation Process FC Facilitator guides people

to recognize the DIFFERENCES

to share DREAMS

to find new OPPORTUNITIES

Listen deeply someones STORY(free from prejudice)

Find the STRENGTH of the person(High-point Interview)

Elicit the DREAMof the person(What if you had a magic wand?)

Mutual commitmentto achieve the DREAM

(relationship building)

Step 1

Step 2

Step 3

Step 4



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Negative Spiral (to close minds)

Set Goals

istri tetasks for

eac

Ask allmem ersto commit

Eval ateeac

mem er

Penaltyfor delay

Taka

iko Nom ra, 2010 18


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Positive Spiral (to open minds)

Set Goals

Admirehelpers

Visualizehelping

Shareanxiety

Sharesuccessimage



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Futur c ari

ra fr tc rati it

v r t

a /

CommonGood

( cial r bl lvi g)

Empathic Innovation Process Empathic Innovator Companies represent their vision in

pursuit of the Common Good to other stakeholders,and succeed at getting resources from stakeholders.

Achievement Level

Time

Future Scenario

Platform tocooperate with

partners andcustomers

Diverse pilotprojects to achieve

the future scenario



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Future Center, whats in it for you?

Platform for a new way of working

Offices are transforming into Future

Centers Platform for knowledge creation

KM(KnowledgeManagement) in the Tacit dimensions

Platform for complex problem solving

Creative space for cross-functional teams

Platform for finding future scenarios

Facilitated dialogues with stakeholders



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Platform for a new way of workingOffices are transforming into FutureCenters

Future

Center

HierarchicalOrganization

led by Management

NetworkOrganization

led by Leadership

Operating System for Existing Work Operating System for New Way of Working

Plan & Division of Labor Dialogue &C

ollaborationManagement Leadership

Assigned Task SpontaneousCommunity

Desks &Meetings Ubiquitous Work & FutureCenter

PC& E-mail Community Ware & IdeaManagement



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KnowledgeDB

KnowledgeDB

KnowledgeDB

Future Center(Knowledge-creatingPlatform)

Combination

(ExplicitKnowledge toExplicitKnowledge)

Socialization,Externalization,

& Internalization(Tacit to Tacit,

Tacit to Explicit,Explicit to Tacit)

Platform for knowledge creationKM(KnowledgeManagement) in Tacit dimensions

Knowledge Management(Knowledge-sharing

Platform)



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Platform for complex problem solvingCreative space for cross-functional teams

Solving complex problems derived from existingcustomers

Solving emerging problems derived from new

customers, future customers, or social needs

FutureCenter

customers Business Unit



emerging

needs

New market, business,

and technology

needs

responses

Bring complex problems that

cannot be solved by existing BU. DiverseStakeholders

Solve problems quickly through the

dialogue among diverse stakeholders

Creative responses

New research theme



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Platform for finding future scenariosFacilitated dialogues with stakeholders

1. Appropriate theme setting excites diverse people to solvecomplex problems.

2. Dialogue among diverse people elicits new insights.

3. Hospitality is the key to enable people to relax and work hard.

4. A good facilitator helps the consensus-building amongparticipants who might have opposing opinions

5. The output of Future Center session is not limited to decision-making, but rather to taking a specific action after the session

Select

Theme

1Invite

Diverse

People

2Produce

Hospitality

3Facilitate

Dialogue

4Foster

Execution

5



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III.SustainableKnowledge Enterprises

A new enterprise model as alearning organization to

continuously drive socialinnovation



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Sustainable Knowledge

Enterprise (Pattern Language) We have to change our vocabulary to

describe our enterprises.

Enterprises live within society (not only themarket)

The most important priority is how to achieve

innovation (not only make a profit)

Enterprises have to think of broader(especially social) stakeholders

Design a new ecosystem of customers andpartners, rather than defining a marketposition



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CorporateModel

C

ompany living in SocietyNew Roles in Future ScenariosIn Pursuit of Social Value Creation

Innovation olicy

ortunities forSocial Innovation

Tec nolo ical Innovation

Knowledge Vision ur Com anys Reason forBein

Core CustomerValue Pro osition

Socially expanded StakeholdersBusiness Eco-system

Networkin

wit

t

e Social Sector

Community olicyBuildin Customer/Ex ert Communities

Fosterin Communities of Practice

Social Touch-pointDesi nin Future Centers

Mana in Future Centers

CorporateModel

C

ompany living in theM

arketMarket Position is CriticalIn Pursuit of Revenue and Profit

Financial olicyPlannin t e oal

Quick PDCA forAction Plan

Three-year lanningFinancial Tar et is t e to

riority

r

anization follows t

e strate

y

Customer-centricCustomer Relations i

Cost Com

etition wit

Com

etitors

rocess OptimizationContinuous Im rovement

Process Standardization

Customer Touch-pointSales Force

Marketin Strate y

Existing Enterprise SustainableKnowledge Enterprise



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Organizational Norm

ManagementMethods

C

reativityMotivation

SenseMaking

Nomadic Workstyle

Constructive Disruption

Setting Social Goals

EvaluateChange Productivity

Qualitative Improvement

Teamwork

Dialogue

Organizational Norm

ManagementMethods

EfficiencyCommitment

DecisionMaking

Hierarchical Workstyle

Continuous Improvement

Setting the Target

Evaluate Performance

Quantitative Improvement

Competition in the team

Argument

Existing Enterprise SustainableKnowledge Enterprise



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Conclusion

Most global enterprises cannot envision theirfuture without considering sustainability.

Its difficult for top managements to express their visionsclearly if they work in isolation.

These enterprises should be learning organizations thatfoster all employees to gather their knowledge, and toenvision their social goals.

Sustainable Knowledge Enterprise Model

The model is a new management language to learn

sustainably internally, and to achieve social innovationfor global sustainability.

Future Center is a key enablerto realize the

Sustainable Knowledge Enterprise

The first step is to recognize CHANGE PRODUCTIVITY.


futur center will exploit new kms

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