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FUTURE CENTERTRANSFORMATION INTO SUSTAINABLE KNOWLEDGE ENTERPRISESTakahiko Nomura (nomura@glocom)
© Takahiko Nomura, 2010 1
I. Knowledge-creating Organization for
leveraging “Change Productivity”
Where will sub-optimized productivity lead us?
© Takahiko Nomura, 2010 2
Background:Limitation of technological innovation
Customer Value
Incunabula :Technological innovationhas driven thecustomer value Technological Value
© Takahiko Nomura, 2010 3
Background:Limitation of technological innovation
Customer Value
Incunabula :Technological innovationhas driven thecustomer value Technological Value
Presupposition ofcustomer value has
dramatically changed
Limitation oftechnologicalrefinement
As markets become mature and products and services become comoditized, we face the limitations of technological innovation.
© Takahiko Nomura, 2010 4
We need New Productivity to achieve unpredictable business success
PredictableGoal
Productivity(Speed and efficiency of achieving predefined goal)
Significance ofExistence
(Our Belief)
Creativity(Diverse evolution)
Unpredictable Business
Success
Effectiveness(Timely connection of needs and seeds)
© Takahiko Nomura, 2010 5
CHANGE PRODUCTIVY Model Speed of change should be defined as a new form of
productivity for knowledge workers.
上司 検討チーム
担当者 部内全体他部署担当者
Manager of other
department
Motivation to become aware
ofnew 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 develop proposals
Motivationto plan
© Takahiko Nomura, 2010 6
Issue of Assertiveness Even though an employee may discover a new trend,
it’s not easy for him to propose his plan to his boss.
上司 検討チーム
担当者 部内全体他部署担当者
Manager of other
department
Speed of Change(CHANGE PRODUCTIVITY)
Department
Issue of Assertiven
ess
© Takahiko Nomura, 2010 7
Motivation to become aware
ofnew trends
Motivationto develop proposals
Motivationto plan
Motivationto execute
Motivation topersuade
co-workersMotivation to reach out
to other department
Motivation to reach out
Motivationto develop proposals
Motivationto plan
Issue of Execution Though the department may design an action plan,
it’s not easy for co-workers to execute the plan.
上司 検討チーム
担当者 部内全体他部署担当者
Manager of other
department
Speed of Change(CHANGE PRODUCTIVITY)
Department
Issue of Execution
© Takahiko Nomura, 2010 8
Motivation to become aware
ofnew trends
Motivationto develop proposals
Motivationto plan
Motivationto execute
Motivation topersuade
co-workersMotivation to reach out
to other department
Motivation to reach out
Motivationto develop proposals
Motivationto plan
Issue of Bridging Though cooperation of other departments is needed,
it’s not easy for them to bridge all the gaps.
上司 検討チーム
担当者 部内全体他部署担当者
Manager of other
department
Speed of Change(CHANGE PRODUCTIVITY)
Department
Issue of Bridging
© Takahiko Nomura, 2010 9
Motivation to become aware
ofnew trends
Motivationto develop proposals
Motivationto plan
Motivationto execute
Motivation topersuade
co-workersMotivation to reach out
to other department
Motivation to reach out
Motivationto develop proposals
Motivationto plan
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
LocalCHANGE PRODUCTIVITY
Cross-functionalCHANGEPRODUCTIVITY
Corporate-wideCHANGE PRODUCTIVITY
© Takahiko Nomura, 2010 10
II. Future Center
A new platform for solving complex problems through
dialogue among diverse stakeholders
© Takahiko Nomura, 2010 11
What are Future Centers?(Hank Kune, Future Center Alliance) 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
Solve problems with a new creative approach
Managing stakeholder’s knowledge and intellectual 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
参考
Space
Methodologies
Hospitality
Facilitators
Experience
© Takahiko Nomura, 2010 13
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 It’s all about people.
© Takahiko Nomura, 2010 14
“Ba”: Prof. IkujiroNonaka
Shared Context in Motion for Knowledge Creation “Ba” is a shared space for emerging
relationships, which can be physical, virtual or mental.
“Ba” is where a relationship between individual, group and organization emerge relationship to utilize, create, share and practice knowledge.
How to generate and develop such “Ba” spaces is a fundamental subject for knowledge management.
© Takahiko Nomura, 2010 15
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 passive observers
4. Self-awareness in one’s relationship with others (meta-recognition)
5. Overcoming limitations by changing centers
6. Metaphor of sphere: diversity of knowledge and efficient interactions (requisite variety)
© Takahiko Nomura, 2010 16
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 someone’s STORY(free from prejudice)
Find the STRENGTH of the person(High-point Interview)
Elicit the DREAM of the person(What if you had a magic wand?)
Mutual commitmentto achieve the DREAM(relationship building)
Step 1
Step 2
Step 3
Step 4
© Takahiko Nomura, 2010 17
Negative Spiral (to close minds)
Set Goals
Distribute tasks for each
Ask all member
s to commit
Evaluate each
member
Penalty for
delay
© Takahiko Nomura, 2010 18
Positive Spiral (to open minds)
Set Goals
Admire helpers
Visualizehelping
Share anxiety
Share success image
© Takahiko Nomura, 2010 19
Future Scenariodrawn from the
cooperation withGovernment
and NPO/NGO
Common Good(Social Problem Solving)
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 withpartners andcustomers
Diverse pilot projects to achieve the
future scenario
© Takahiko Nomura, 2010 20
Future Center, what’s in it for you?
Platform for a new way of working Offices are transforming into Future
Centers Platform for knowledge creation
KM(Knowledge Management) in the Tacit dimensions Platform for complex problem solving
Creative space for cross-functional teams
Platform for finding future scenarios Facilitated dialogues with stakeholders
© Takahiko Nomura, 2010 21
Platform for a new way of workingOffices are transforming into FutureCenters
FutureCenter
トップ
事業部
コーポ
Hierarchical Organizationled by “Management”
Network Organizationled by “Leadership”
Operating System for Existing Work Operating System for New Way of Working
Plan & Division of Labor Dialogue & Collaboration
Management Leadership
Assigned Task Spontaneous Community
Desks & Meetings Ubiquitous Work & Future Center
PC & E-mail Community Ware & Idea Management
© Takahiko Nomura, 2010 22
Knowledge DB
Knowledge DB
Knowledge DB
Future Center(Knowledge-creating Platform)
Combination(Explicit Knowledge to
Explicit Knowledge)
Socialization,Externalization,& Internalization
(Tacit to Tacit,Tacit to Explicit,Explicit to Tacit)
Platform for knowledge creationKM(Knowledge Management) in Tacit dimensions
Knowledge Management
(Knowledge-sharing Platform)
© Takahiko Nomura, 2010 23
Platform for complex problem solvingCreative space for cross-functional teams
Solving complex problems derived from existing customers
Solving emerging problems derived from new customers, future customers, or social needs
Future Center
customers Business Unit
customers Business Unit
customers Business Unit
emergingneeds
New market, business,and technology
needs
responses
Bring complex problems that cannot be solved by existing BU.
Diverse Stakeholders
Solve problems quickly through the dialogue among diverse stakeholders
Creative responses
New research theme
© Takahiko Nomura, 2010 24
Platform for finding future scenariosFacilitated dialogues with stakeholders
1. Appropriate theme setting excites diverse people to solve complex 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 among participants 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
SelectTheme
1 InviteDiversePeople
2Produce
Hospitality
3FacilitateDialogue
4Foster
Execution
5
© Takahiko Nomura, 2010 25
Example ofFuture Center Session
Future of Mobility Battery Cars? New Urban Design? Lifestyle without Cars? Virtual Communication?
New paradigm of MOBILITY requires existing business units to work together. © Takahiko Nomura, 2010 26
© Takahiko Nomura, 2010 27
III. SustainableKnowledge Enterprises
A new enterprise model as a learning organization to continuously drive social
innovation
© Takahiko Nomura, 2010 28
Sustainable Knowledge Enterprise (Pattern Language) We have to change our vocabulary to
describe our enterprises. Enterprises live within society (not only the
market) 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 and
partners, rather than defining a market position
© Takahiko Nomura, 2010 29
Corporate Model
Company living in SocietyNew Roles in Future ScenariosIn Pursuit of Social Value Creation
Innovation PolicyOpportunities for Social InnovationTechnological Innovation
Knowledge VisionOur Company’s Reason for BeingCore Customer Value Proposition
Socially expanded StakeholdersBusiness Eco-systemNetworking with the Social Sector
Community PolicyBuilding Customer/Expert CommunitiesFostering Communities of Practice
Social Touch-pointDesigning Future CentersManaging Future Centers
Corporate Model
Company living in the MarketMarket Position is CriticalIn Pursuit of Revenue and Profit
Financial PolicyPlanning the goal Quick PDCA for Action Plan
Three-year PlanningFinancial Target is the top priorityOrganization follows the strategy
Customer-centricCustomer RelationshipCost Competition with Competitors
Process OptimizationContinuous ImprovementProcess Standardization
Customer Touch-pointSales ForceMarketing Strategy
Existing Enterprise Sustainable Knowledge Enterprise
© Takahiko Nomura, 2010 30
Organizational Norm
Management Methods
Creativity
Motivation
Sense Making
Nomadic Workstyle
Constructive Disruption
Setting Social Goals
Evaluate Change ProductivityQualitative Improvement
Teamwork
Dialogue
Organizational Norm
Management Methods
Efficiency
Commitment
Decision Making
Hierarchical Workstyle
Continuous Improvement
Setting the Target
Evaluate Performance
Quantitative Improvement
Competition in the team
Argument
Existing Enterprise Sustainable Knowledge Enterprise
© Takahiko Nomura, 2010 31
Conclusion Most global enterprises cannot envision their
future without considering sustainability. It’s difficult for top managements to express their
visions clearly if they work in isolation. These enterprises should be learning organizations
that foster all employees to gather their knowledge, and to envision their social goals.
Sustainable Knowledge Enterprise Model The model is a new management language to
learn sustainably internally, and to achieve social innovation for global sustainability.
Future Center is a key enabler to realize the Sustainable Knowledge Enterprise The first step is to recognize CHANGE PRODUCTIVITY.
© Takahiko Nomura, 2010 32