Internal & External Km The Hague
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The document discusses knowledge management (KM) in research and technology organizations (RTOs). It addresses the changing nature of work in a knowledge-based society. Effective KM requires capturing, generating, and sharing knowledge to provoke action. KM also affects organizational culture, processes, and systems. The document then discusses KM trends in RTOs and challenges with implementing KM. It provides a case study of KM initiatives at the LABEIN Technology Centre, including developing a competency catalogue and integrating KM into strategic planning. The conclusion emphasizes that promoting a culture of learning is more important for KM than technology, and KM initiatives must be integrated into long-term management strategies.
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Internal & External Km The Hague
- 1. MANAGEMENT OF INTERNAL AND EXTERNAL KNOWLEDGE IN RESEARCH & TECHNOLOGY ORGANIZATIONS Dr. Javier RUIZ FERNÁNDEZ Director of the “Information Society and Regional Development” Unit LABEIN Technological Centre - Spain jruiz @ labein.es EARTO EUROLAB International Conference
- 2. Features Problems to face in RTOs Developing Knowledge based Management styles Initiatives for skills-based management … and recommendations OUTLINE Working in the K nowledge B ased S ociety Working in the K nowledge B ased S ociety KM in RTO KM Leadership Case study LABEIN Conclusions 2. KM in RTO 3. KM Leadership 4. Case study LABEIN Conclusions
- 6. Quality management : Standardisation ISO 9000, ISO 17025,... Working in the K nowledge B ased S ociety KM in RTO Technology management as a strategic paradigm The EFQM excellence model best practices in management Knowledge management ? MANAGEMENT TRENDS in Research & Technology Organisations (RTOs) KM Leadership Case study LABEIN Conclusions
- 7. Can we talk about "knowledge management systems"? How can we leverage the power of mobilisation and transformation of "knowledge management" in RTOs? Working in the K nowledge B ased S ociety KM in RTO PROBLEMS WITH KNOWLEDGE MANAGEMENT KM Leadership Case study LABEIN Conclusions
- 8. The "Quality and Excellence in RTO" working group (QUEX) of EARTO, 2000-2002. (www.earto.org) Working in the K nowledge B ased S ociety KM in RTO The "Working group on valuing intangibles and managing knowledge in higher education and research organisations” EARMA 2002 (earmavimak@netscape.net) But, … What can we do in our organization? Looking for answers in Research & Technology Organisations (RTOs) Can we be prepared for change, and even promote it? KM Leadership Case study LABEIN Conclusions
- 9. Knowledge is in people Enthusiasm Hope Energy Commitment (external and internal) More positive things happen; fewer negative things happen Finality & Ethics Build up relationships Provide coherence Create and share knowledge Understand change Working in the K nowledge B ased S ociety KM in RTO KM Leadership Case study LABEIN Conclusions
- 10. "designing suitable environments and events to promote learning”. Cultivating the right tone and promoting the necessary standards, rules of involvement and behaviours. Finally, personally leading the process of debate, framing it, raising issues, listening attentively, providing feed-back and submitting conclusions". The role of leaders KM in RTO Case study LABEIN Conclusions Working in the K nowledge B ased S ociety KM Leadership Enthusiasm Hope Energy Commitment (external and internal) More positive things happen; fewer negative things happen Finality & Ethics Build up relation ships Provide coherence Create and share knowledge Understand change
- 11. Find a clear motivation, a sincere need. Domain analysis: what is important and what is not. Which knowledge is worth managing?. Is it possible to have that knowledge encoded/stored or is it more convenient to say who has that knowledge? Rationalisation Users involvement Start thinking about ICT’s Information technologies as enablers of Knowledge based Management KM in RTO Case study LABEIN Conclusions Working in the K nowledge B ased S ociety KM Leadership
- 13. AWARENESS-RAISING & TRAINING DEFINITION OF THE COMPETENCE CATALOGUE COMPETENCE ANALYSIS (DIAGNOSIS) ANALYSIS OF RESULTS (GAP) AND DESIGN OF ACTION PLANS INTEGRATION IN HUMAN RESOURCE SYSTEMS COMPETENCE CATALOGUE (VALIDATED) Initial Competence model used in LABEIN Working in the K nowledge B ased S ociety KM in RTO KM Leadership Case study LABEIN Conclusions
- 14. EVALUATION OF COMPETENCIES KM in RTO KM Leadership Conclusions Working in the K nowledge B ased S ociety Case study LABEIN
- 15. Project communication Competencies description Individual evaluation and contrast Integration of the competencies catalogue in the human resources Management System 2000 2002 2001 Kick-off meeting Task Force Workshops: affinity diagram Diagnosis Results introduction Validation Phase I Phase II Phase III Phase IV Technical Competences Technical competencies Diagnosis of competences (present situation) Career development roadmap Final version of the competencies catalogue Phase II Phase III Phase IV Resultant products GANTT (Business Unit) 2003 KM in RTO KM Leadership Conclusions Working in the K nowledge B ased S ociety Case study LABEIN
- 16. Performance assessment (individual) Reward review (year n) Setting up objectives (year n+1) Competence Map Training Plan Human development Conversational activity Document KM in RTO KM Leadership Working in the K nowledge B ased S ociety Case study LABEIN Conclusions
- 17. The process of " Knowledge Acquisition and Generation ” was formulated as one of the most important in the new Strategic Plan 2003-2006 of LABEIN , with four lines of action: Intelligence of the projects, prospective, R&D portfolio, and setting up alliances. Future actions on Knowledge based Management in LABEIN Internal External KM in RTO KM Leadership Working in the K nowledge B ased S ociety Case study LABEIN Conclusions
- 19. You can download the full text of the lecture in PDF format in the website: www.earto.org KM in RTO KM Leadership Case study LABEIN Conclusions Working in the K nowledge B ased S ociety
Notes de l'éditeur
- Good morning, ladies and gentlemen. The purpose of my presentation is to introduce some reflections and experiences about Knowledge based Management in Research and Technology Organisations
- To start with, I’ll describe some of the features of the KBS in the working environment. Then, I’ll mention some of the problems we’ve found introducing KM in Research and Technology Organisations With regards to these problems, I’ll pay particular attention to the development of a leadership style for Knowkedge based Management. After that, I’ll present some actions carried out in LABEIN to improve our skills based management. Finally, I’ll summarise my presentation before concluding with some recommendations
- The separation between planning and execution was a main characteristic in the industrial world, according to the Taylor organisation of work. In the KBS we are looking for new theories and rules of productivity: 1. The three-dimensionality of labour: a) The individual task: - That is more ambiguous. Sometimes something unnecessary is done with extremely well. (i.e. a task without added value) - It is complex to manage, particularly when the average worker knows the job better than his/her boss. b) Coordination activities. Individual jobs have to be done well, but this task must be coordinated with others. This is how the effectiveness of the tasks of each individual is guaranteed . c) The reflexive work of learning. Work on your own work ; dedicate some time to learn how to do things better. You should reflect .
- The second feature I would like to comment on is The segmented nature of work. Now, segments are not defined so much by physical operations, but by different conversational and communication processes. If we wish to focus coordination activities, it is a good idea to consider processes as basic work units based on chains of mutual promises, and activities are of a conversational nature. There is a "second order" way of learning that envolves changing "how observant I am”. This is the only way of opening myself up to other "mental models". “ Coaching” is a current practice which is suitable for addressing this problem.
- I would like to turn to the second item: KM in RTO’s The business world of today is becoming increasingly more interested in knowledge management. Because KM seeks to respond to the transformations I have mentioned before. Knowledge management begins to add value when it focuses on provoking action , and not on recording past action or structuring data and information from different sources. From this standpoint, KM becomes a philosophy of action that affects the different dimensions of organisational competences (values, culture, processes, systems ). So, we may talk about Knowledge-based Management , where knowledge becomes the focal point of attention in designing and deploying different kinds of improvements and innovations: in dealings with clients, in operating efficient processess, in the development of new products or services, and so on.
- Now, let me go through the recent history of RTO’s. After introducing Technology management as a strategic paradigm and basic reference for more than two decades now. We implemented Quality management systems based on standards in the 90s. In more recent times, EFQM excellence model has beena reference of the best practices in management. However, nowadays neither of the concepts I have mentioned enjoy the power of mobilisation and transformation that "knowledge management" has. An unanswered question is: Is the KM the new paradigm for RTO’s in the coming years?
- The problem is, that we con not speak about KM systems. A general consensus (standard) does not exist, about the meaning of this expression, in terms of specific good organisational practices. Then, How can we take advantage of the power of mobilisation and transformation of "knowledge management" in RTOs?
- From the collective side, we can look at two initiatives: The "Working group on valuing intangibles and managing knowledge in higher education and research organisations” EARMA last year. The "Quality and Excellence in RTO" working group (QUEX) of EARTO, 2000-2002. As one of the participants in it, let me mention that our interest moved from sharing experiences about quality and excellence, towards KM initiatives carried out in our centres. But, … What can we do in our organization? Can we be prepared for change, and even promote it?
- Some authors conclude that KM research is limited by its focus primarily on ‘hard’ information systems. Insufficient attention has been given to the ‘people management’ aspects of KM and to the complex, multi-faceted nature of knowledge itself. However, knowledge is in people. So, the need for leadership in a culture of change takes on the utmost significance. I will use the framework for leadership proposed by Fullan to proceed with this reflection in the sphere of the RTOs. Fullan stresses the importance of 5 features (you can see in the middle of the figure), and 3 attitudes. Features and attitudes reinforcing mutually. the ethical finality is related to the direction taken and results; understanding change, building relationships; the creation of knowledge , respecting complexity; and finally, the fact that coherence is achieved, obtaining models that are worth keeping. However, none of the features mentioned are fixed or linear. Besides, good leaders also have energy, enthusiasm and hope. Energetic, enthusiastic and hopeful leaders generate a greater ethical end, they become immersed in change, they build relationships and knowledge naturally and seek coherence to consolidate their ethical purpose.
- To summ up, The role of leaders is "designing suitable environments and events to promote learning”. Cultivating the right tone and promoting the necessary standards, rules of involvement and behaviours. Finally, personally leading the process of debate, framing it, raising issues, listening attentively, providing feed-back and submitting conclusions". Let me emphasize that Promoting the development of new generations of leaders in RTOs with these skills, is one of the main legacies of present day managers .
- What can we do in the ICT field? It is difficult to come up with a recipe for the selection of KM tools in organisations and, specially, research and technology centres. In fact, the best solution could be based on a good mixture of: Find a clear motivation, a sincere need. Otherwise, it will show at a later stage. Domain analysis: what is important and what is not. Which knowledge is worth managing?. Is it possible to have that knowledge encoded/stored or is it more convenient to say who has that knowledge? Rationalisation: Otherwise, our solution could have more exceptions than rules. Users involvement: What is important (needed) and what is not. Start thinking about ICTs. That may be the easiest part.
- Now, I’d like to talk about the actions carried out in LABEIN to improve our skills-based management. LABEIN is a Technological Research Centre, created in 1955 in Bilbao. Its legal status is a non-profit private Foundation. We are located in 3 buildings around Bilbao, with over 250 professionals + 50 scholarship holders, and a figure of contracts of 18 Meuro last year. We are involved in 5 markets: Iron and steel Automotive industry Energy Construction and Information Society for Regional Development.
- Our previous strategic plan covered the period from 1998 to 2002. The Plan addressed the main challenge of having managers and researchers "committed to business results ". This challenge was deployed via what we call a "Competence Model". You can see the workflow of the competence model in the transparency ... This model was applied to a group of 40 people who comprised the centre's managers, and focused on management competences over the first two years of the strategic plan (1999-2000). The initiative was managed as a project promoted by the managing director, with the support of external consultants.
- The evaluation of competences for each person was carried out by a self-assessment. After that, a team coordinated by the Human Resources Service checked the results for each person. The analysis of gaps between the current situation and the profiles defined as desirable made it possible to set priorities for the development of specific competences and subsequent formation-action plans.
- However, the process was long and complex, and was considered unsuitable for application to the technical competences of the groups of researchers. A pilot area was chosen to address this level: The "Information Society" business unit, consisting of 40 researchers. The process was similar (the same competence model was used), but the formulation of competences and levels was drastically simplified. The project was articulated according to the Gantt chart shown in the slide. On this occasion there was no external support, and the director of the business unit led the project with the support of the Human Resources Service. Initially scheduled to last two years, its prolongation is related to the integration of the competence model in the Human Resources system.
- To proceed with this integration, the competence map of every person is used during the annual interview to assess the individual performance, to check out how much the gap has been reduced. In addition, the competence map is used to set up the objectives and the training plan for the coming year.
- The 2003-2006 Strategic Plan was written in 2002. It defines several strategic projects that will afford continuity to the skills-based management project described before. The process of "Knowledge Acquisition and Generation" was formulated as one of the most important, with four lines of action: Intelligence of the projects, prospective, R&D portfolio, and setting up alliances. With regards to this question, alliances, I remember the speech of Mr. Dekker last year in the EARTO conference in Graz, about the impact of globalisation in RTOs. In LABEIN, we try to keep the balance operating globaly while keeping local roots; with the creation of TECNALIA corporation between AZTI, INASMET, LABEIN and ROBOTIKER, four centres located in the Basque Country. This is an answer to manage external knowledge.
- Knowledge management has aroused the interest of RTOs. Knowledge-based Management vs. KM implementation. Promoting the development of leaders that support the culture of learning comes before investing in technology. From this case study, the conclusion to be drawn is the importance of instilling knowledge management initiatives in the strategic context. Projects of limited scope and duration which underline the importance of integrating good practices learnt, in the day-to-day management system will have a greater chance of being successful.
- Thank you very much for your kind attention.