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Padmashree Dr .D. Y. Patil university

Department of Business Management

The Rice Model

PRESENTED TO: GROUP MEMBERS:

PROF. Rashmi Mishra Amruta BhopatraoAnkita saraf

Manjiri Andhere

Nirali Nanavaty

Shivali PawarVarun Nair

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Rice Model

The purpose of ricemodel is to define the

key pieces of aknowledge strategy,assess where you havestrengths andweaknesses and focuson what your companywill help you the most.

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Concerned with how your company takes in

vital information from its surroundings: its

customers, competitors, suppliers, and

others who affect-and are affected by-your

companys performance.

All about listening to customers and reading

signals from the market place.

Area in which many companies tend to be

caught in permanent adhocracy.

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Effective responsive systems, customer needs or

problems are brought to attention of the

business.

When these needs become visible, they can be

solved and the result can be shared and the

solution can become part of the service or

product.

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Concerned with how your company uses

ideas and information to change what it doesand how it does it.

Responses to challenging problems, desperatesituations.

E

merges when existing solutions no longerserve their purpose and new responses are

called for.

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Systematic way to evolve and implement

innovation.

Company needs organized way to identify and

develop the ideas.

Collaborative discussion, sort through and pick

the best ones and bring the best people to

pilot and implement them.

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It is the skills that your people and teams needto deliver products and services.

Organizational learning builds organizationalknowledge

But all learning, all knowledge, all know-how,starts in and resides with individuals.

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The first stage in building the knowledge of

the organization is to hire people who already

have the needed skills.

The hiring process begins with identifying the

needed knowledge and skills and then builds a

recruiting, marketing and retention program

that identifies and attract the right peoplewith the right skills.

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The second stage in building individual

competency is managing Time to Talent.

How quickly can an organization take newemployees and turn their talent into activity

that adds value to the firm.

There are two approaches to improve time to

talent

Formal training program

Communities of practice

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Formal training programs focus on giving

people the tools they need to learn what they

need just then or what they might need

sometimes.

Training in a group with a leader, at a specific

time and place still plays a large role in

training.

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Communities of practice is a powerful way to

build organizational learning.

Interaction with colleagues

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Knowledge circulates in a company in a very

dynamic way.

Codifying knowledge is very important.

Efficiency reflects a companys ability to turnindividual learning ,knowledge and abilityabout getting things done into repeatable

processes ,many people can follow with goodresults.

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The process of building organisational

efficiency and competency is also the processof building ORGANISATIONAL MEMORY.

MEMORY allows us to know the following:What we know

Supports the efficient use of process

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Taking new learning and codifying it.

Rapid pace of change.

By intentionally linking the learning that takesplace as work gets done into a codified

process.

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Case study

La Hoffman- Roche

Prtricia semann Director and medical doctor.

Achieved goal through

R-Responsiveness

I-Innovation

C- Competency

E-Efficiency

for Invirase for AIDS treatment.