GlobalThink

T. Randall Riggs

GlobalThink

Global Acculturation

Systems Thinking

Organization Development

Leadership Development

Knowledge Management

Teamwork

Fusion

The New Global

(Dis)Order

New Paradigm

New Economy

Information Age

Digital Revolution

Global Knowledge Economy

Post PC Era

Age of Networked Intelligence

“Ask most people which is the dominant language on planet Earth, and they will reply

that it’s either English or Chinese. A good guess, but they would be wrong. Binary is

now dominant, with computers and machines having more conversations every working day than a sum total of mankind

going back to the birth of Eve.” Source: Peter Conchrane

Digital Rules

Dominant language planet earth = Binary

Globalization and technology are mutually reinforcing drivers

of change.

Technology = Key enabler of

globalization

63 million online consumers.

83% consider the computer the most important product of the

century.

66% would, if stranded on an island, prefer an Internet connection

to a phone or a television.

52% have rearranged furniture in their homes to accommodate a

computer.

22% use the Net to meet people with common interests.

Source: Fast Company Magazine, 2000

“In an economy where the only certainty is uncertainty, the one sure source of lasting competitive edge is

knowledge.” Source: Ikujiro Nonaka, 1991

“A company’s survival depends on its ability to capture intelligence, transform it into

usable knowledge, embed it as organizational learning, and diffuse it rapidly

throughout the company.” Source: Barlett & Ghosal, 1995

KNOWLEDGE

Accelerate learning and knowledge

deployment

Global organizations are transforming into

learning organizations.

Convergence

Learning

Work

Learning is about work,

work is about

learning.

Learning is integral to work - a by-product of work rather than something done in

isolation

- like training

Characteristics of the Global L.O.

• Free flow of knowledge • Systems thinking • Thinking “outside the cubicle” • Learning = key strategic asset • Self-directed lifelong learning

Free Flow of Knowledge

Ability to rapidly develop and access

information globally =

Knowledge is locked away inside remote

departments, BUs and communities of practice and fiercely protected from both competitors,

and cohorts.

People must willingly contribute knowledge.

“You can have the perfect e-mail system. The perfect

groupware. Be wired up the gazoo. But it doesn’t mean that the organization will rapidly - and exhaustively

and in a timely fashion-share information.”

Source: Tom Peters, 1997

Knowledge = Information in Context + Understanding

I get it!

Knowledge is not neat or simple. It is a complex mixture of various elements; it is fluid and formally structured and

comes in at least two flavors.

Knowledge Management (Kind of) Defined

“KM is a lofty concept - debated by academics and even doubted by some analysts - and one that few businesses have mastered.”

Source: InformationWeek, 1999

KM = A term used to describe the evolving

practice of accelerating learning and performance by connecting and coordinating

organizational intellectual resources and information technology.

Knowledge ≠ Data

“It is all to easy to confuse data with with knowledge and information with

information technology.” Source: Peter Drucker, 1995

Infoglut “If the computer age has taught us nothing else

so far, it has hammered home the lesson that the last thing people need to help them do their

jobs better is greater quantities of raw information.”

Source: Jack Gordon, 1999

What’s your Signal-to-Noise Ratio?

Learning Knowledge

Explicit Tacit Hard skills,

facts that can be codified

Skills, judgement, intuition,

operational know-how

A process that generates knowledge

Formal systems can’t easily store or transfer tacit knowledge.

Knowledge treated as a tangible.

KM frequently isolated in IT department.

KM Problem:

“most workplace learning goes on unbudgeted,

unplanned, and uncaptured by the organization…Up to 70% of workplace learning

is informal.” Source: Center for Workforce

Development study, 1998

Overvalue explicit - Undervalue tacit

Learning Knowledge

Explicit Tacit Hard skills,

facts that can be codified

Skills, judgement, intuition,

operational know-how

A process that generates knowledge

Most KM practice focuses on collecting, distributing, re-using,

and measuring existing codified knowledge and

information.

Reality

Knowledge originates and resides in people’s

minds.

In the digital revolution, global organizations are more

dependent on people than ever.

Knowledge = transient asset

“A logic goal is to identify critical knowledge assets codify

them.” Source: Annie Brooking, 1999

Looks Good on Paper, But….

OK, Let’s convert tacit to explicit!

The crux of the KM issue is not information, information technology, or

knowledge. It’s really about how you get busy people to support KM.

The KM Fix

The answer has has much more to do with marketing, and motivation than bits and

bytes.

The absence of the human moment - on an organizational scale-can wreak

havoc.

Human Interactions = Real substance of global teamwork.

“Links between human beings, not between machines, is the

real challenge of globalization”

Source: Devereaux & Johansen, 1994

“Organizations learn only through individuals who learn.

Individual learning does not guarantee organizational

learning. But without it no organizational learning occurs.”

Source: Pete Senge, 1990

It’s Personal

The Hard Part Emotional Engagement

Motivation

Knowing ≠ Doing Knowledge & information are vitally important, but

ultimately it’s performance that counts.

Acknowledge emotion

Systems Thinking

“How can a team of committed managers with individual IQs above

120 have a collective IQ of 63?” Source: Peter Senge

Workforce = principle asset

Global organizations have a need for not only scientists, computer

wizards, and engineers, but for a highly-skilled workforce as a whole.

This means everyone!

GlobalThink: Skills Sets • Technical competency • Flexible, self-directed team player • Ability to cope with ambiguity • Strong communications skills • Ability to stay current - maintain work skills • Ability to deal with change • Sense of responsibility • Ability to appreciate a diverse multicultural

workplace

Changing Nature of Work

• Low skilled • Meaningless

repetitive tasks • Individual work • Single skilled • Coordination from

above

Pre Revolution

Changing Nature of Work

• Knowledge work • Innovative tasks • Teamwork • Multiskilled • Peer coordination

Revolution

The only real core competency is growing

talent

The right talent in the right places at the right times.

“Soaring salaries reflect a growing shortage of skilled

workers at home, just as Indian companies are

emerging as global players in the New Economy.”

Source: Wall Street Journal article 8/00

Globally Interconnected Workforce

Pay offers increase 10X over 5years

Indian tech companies subcontract work to

China

Recruiting & retaining talent greatest challenge with turnover = 15-30%

“No businessperson is, literally more than six-tenths of second (measured by the speed

of light) away from any other businessperson. When I need a partner, I

can just as easily look in Bangalore, India, as next door in my Silicon Valley

neighborhood.” Source: Tom Peters, 1998

“The single greatest change in the world economy since WWII has been the extent to which it has gone

international: money has become international; physical trade has become international; service trade

is increasingly international.” Source: Hamish McRae, 1994

Germany

Global Flow of Money and Information

We are all Global Citizens

“There are no foreigners in a global world.”

Source: Ted Turner, 1990

“Most multinational companies now do a

good job of globalizing the

supply chains for all their essential raw materials -- except human resources”

Source: Quelch & Bloom, 1999

“Globalization is not a fashion, or a temporary development. It is here to stay, and most

companies or managers have yet to make their accommodation to it.”

Source: Jeannet, 2000

Competitive Advantage= Workforce fluent in the ways of

the world

Single Culture Dominance

Multicultural Perspective

Born in the USA

Ethnocentricity?

Organizations tend to develop policies and strategies that

concentrate on nationals of the headquarters country.

American technology, entrepreneurial spirit,

productivity and everything to do with Internet revolution.

Provincial attitudes, ignorant of world affairs, excessively

materialistic.

European Managers Views on American Business

Source: WSJ, 8/15/00

Globalization demands that individuals develop cultural literacy -- a sense of comfort that enables them to be effective anywhere, anytime,

with anyone.

Multicultural Intelligence

Declare global citizenship.

Accept equality of all cultures represented by stakeholders.

Recognize that our own cultural provincialities are invisible to us.

Get a Global Mindset The First Steps

Rethink and reinvent

workforce development

Conductors Trainers must serve as a kind of symphony conductor who directs

workers through the complex interactions of knowing and doing.

Continuous Learning Pre Revolution -

Employees received most of their education prior

to joining the workforce.

Revolution - Education and learning

must be continuous.

Why Self-Directed Life Long Learning ?

Knowledge is doubling every 3 or 4 years in almost every occupation.

90% of all scientists who have ever lived are alive now.

As many scientific papers have been published since 1950 as were published

in all the centuries before.

K-62

not

K-12

Learning =

Integrate accelerated learning techniques like,

whole brain learning, mind mapping, & MI into

organization

“Wealth in the new regime flows directly from innovation; that is, wealth is not gained by perfecting the known, but by imperfectly

seizing the unknown.” Source: Kevin Kelly

“In three years, every product my company makes will be obsolete. The only question is

whether we’ll make them obsolete or somebody else will.”

Source: Bill Gates

INNOVATE

Thinking “Outside the Cubicle”

Companies that fail to think “outside the

cubicle” are condemned to be followers, always

playing catch-up.

“I think there’s a world market for maybe five computers.”

Thomas Watson IBM Chairman, 1943

“There is no reason why anyone would want to have a computer in

their home.”

Ken Olsen, President and founder of Digital

Equipment Corp., 1977

“Ultimately, in any business, it is the people who produce results.”

Source: Dell Computer 1999 Annual Report