Date post: | 10-Feb-2017 |
Category: |
Business |
Upload: | bolaji-okusaga |
View: | 70 times |
Download: | 0 times |
Actualising Thought Leadership
From Need to Goal Setting
Bolaji Okusaga
1. Needs and Knowledge
Tapping into a Need for New Ideas and Innovative Thought
• PHYSIOLOGICAL• The desire
for food, shelter and clothing
• SECURITY• The desire
for safety
• SOCIAL• The desire for
acceptance
• SELF-ESTEEM• The desire
for status
• SELF ACTUALISATION• The desire for
fulfillment
Need as Basis for Motivation
• Abraham Maslow’s Hierarchy of Needs
Need Based Motivations
Existence• The need for Existence• Similar to Maslow’s
Physiological Needs
Relatedness• The need for
interpersonal and interaction to satisfy esteem and prestige
Growth• The need for Growth.• Similar to Maslow’s
Esteem and Self-actualisation needs
4
• Alderfer’s Theory of Human Needs
Need Based Motivations
Motivator• Higher level Needs• Ego and Self Actualisation Needs
Hygiene• Lower level Needs• Physiological, Safety and Social Needs
5
• Herzberg’s Hygiene-Motivator
Knowledge as Differentiator
Knowledge as basis for Shaping Reality• Experience • Know-how
Knowledge Sharing as Business Leverage• Competence• Delivery
Leveraging Higher Level Needs
Esteem
Actualisation
Types of Knowledge
Tacit Knowledge
Simultaneous and practice
oriented
Subjective Basis
Explicit Knowledge
Sequential and theory
oriented
Objective Basis
Organisational Knowledge as Basis for TL
Characterization
• Knowledge is a mix of framed experience, values, contextual information, expert insights
Context
• Organisations leverage experience and insights in designing products and service experiences
Conduction
• Beyond satisfying a need or filling a gap in society, knowledge becomes a means of attraction and differentiation.
Mapping Organisational Need and Knowledge
There is the need to understand the Need State of the Organisation and
its pursuit in support of its
need.
The is the need to map the
knowledge asset of the organization in delivering on it TL
pursuit
9
Building Tradable and Transferable KnowledgeDATA
• Observed unique sequence and patterns of events
INFORMATION
• Noted consequence of unique sequence and patterns of events
KNOWLEDGE
• Codified interpretation of consequence of unique sequence and patterns of events
Raw Processed
Iterated
Leveraging Non Balance Sheet Items
Legacy Rights and Patents
Proprietary Tools and Licences
Companywide Skills and
Competences
Quality of Management
Business Networks and Partnerships
Brand(s) Customers
Moving from Knowledge Organisation to Thought Leading Organisation
Organisational Knowledge
Organisational Capital
Human Capital
Intellectual Capital
Curated and Transferred
Relational Capital
The Link Between Knowledge Sharing and Innovation
INTERACTION AS CO-CREATION
OPPORTUNITY
KNOWLEDGE SHARING AS BASIS
FOR SHAPING PERCEPTION
• Sharing knowledge enables the capture of new information from the target audience
• The transmitter and receiver each enhancing each-others position
• In business, perception is reality• To be seen as innovative, you
need to display innovation in thought and action
Aggregating Corporate Knowledge Through Content
Branded Content• Owning and copy-
righting ideas and experience.
Content Marketing• Marketing experience
that is iterated and availing it to target audience
2. Goal Setting
Specific Measurable Attainable
Realistic Timely
Goal SettingS.M.A.R.T Principles
Who: • Who are our knowledge
resource that we want to deploying?
What: • What do we want to
accomplish?
Where: • On what platforms will we
achieve the goals.
When: • When is the time frame
are we look at.
Which: • Which are the
requirements/constraints.
Why: • Why do we want to
accomplish this goal.
Specific Goals
This speaks about having metrics in place to measure
Inputs • What are
we putting in?
Outputs • How is it
reflecting?
Outcomes• What are
we getting out of it?
Measurable Goals
This speaks of how
actionable our big-idea
is?
The goal is actionable?
How do we move it from discussion to
action?
How do we plan to make it achieve its
purpose?
Attainable Goals
This speaks of how lifelike the goal is?
Unrealistic goal are purely theoretical and have not practical basis
Realistic Goals
This speaks to the timing
elements of goal setting
A goal without a time-table for achieving it, is at best a wish-
list
Timely Goals
Outcomes of Thought Leadership
With Customers – Become a Sought-after Company• Provocative Thinking• Unique and Informed
Perspective, connecting the Customer to Information that is useful and Relevant
With Industry – Become an Authority• Immersed in industry issues• Speak to new industry
reality• Defining the future
With Regulators – Be an Advisor• Taking an advisory role• Guiding Regulatory Process
Thank you.