4. CREATING FERTILE GROUND FOR KNOWLEDGE
at
A science-based company devoted to dis- covering,
manufacturing, and marketing agricultural products,
performance chemicals used in consumer products,
prescription pharmaceuticals, and food ingredients.
5. MONSANTO
• It would have to grow faster to remain a dominant
player
• 2 major for growth by Chairman and CEO of
MONSANTO, Bob Shapiro :
A. more agility in existing businesses faster
recognition
B. exploitation of new business possibilities.
6. Positive Motivation
If no less pressing:
Here, in the midst of prosperity, the
driving concern is growth.
7. White Spices Concept
“RADICAL DECENTRALIZATION”
•Transforming Mosanto's 4 huge operating
companies into 15 Businesses
•Becoming conducive to Flexibility, focus and speed
of adaptation.
8. Growth Mission and Vision
Growth Opportunities —> Growth Enterprises
by determining the unit’s mission :
to grow existing business within business units and create new business by
exploiting “white Spices” where core competencies exist to increase the
overall profitability of the enterprise.
9. Growth Mission and Vision
The Growth Unit Vision:
"To create and enable a learning and sharing
environment where knowledge and information are
effectively used across
the enterprise."
10. Knowledge Management
Core Competencies : Apply and Build Knowledge
That People Inside already have.
Change : Process - Technology - People
5 objectives:
1. Connecting people with other knowledgeable people
2. Connecting people with information
3. Enabling the conversion of information to knowledge
4. Encapsulating knowledge, to make it easier to transfer
5. Disseminating knowledge around the firm
12. The Knowledge Creating Company
“Organizational knowledge creation
should be understood as a process that
“organizationally” amplifies the
knowledge created by individuals and
crystallizes it as a part of the knowledge
network of the organization. "
13. The Knowledge Creating Company
1. “Socialization”: brainstorming, discussion, and debate.
1. ”Externalization”: putting knowledge to use.
1. “Combination”: bringing together of diverse pieces of knowledge to
produce new insight.
1. ”Internalization”: It happens when an individual, exposed to someone
else's knowledge, makes it their own.
ps : it’s a spiral process that happen repeatedly and actively, ascending, open system structured
14. Thrusts in Information Management
A key to connection enabler
The Three Thrusts :
1.To create repositories (data warehouses, operational systems) to
house important information, both quantitative and qualitative;
2.To cross-link those repositories so that navigation is easy and
the technology is transparent to , Users
3.To improve our capabilities to perform analyses in
,
15. The People Aspects :
Network and New Role
Dynamism in the network itself, and some key supporting
roles: what we have come to call"stewards" (or
"shepherds"),topic experts, and "cross-pollinators. "
”Knowledge steward" can be stated in terms of Nonaka and
Takeuchi's emphasis on ”upward spiral" of knowledge
creation.
Sustaining that spiral requires focus and resources-and this is
the responsibility of the steward.
16. The Web of Knowledge Teams
Creating and maintaining a yellow pages guide, to
the company's knowledge, and serving as points of
contact for people seeking information about
different subjects.
The teams must cast :
a wide net, covering internal and external ,
qualitative, and quantitative information.
19. Knowledge Map
Knowledge map can come next, illustrating how information is codified,
transformed into knowledge, and used.
All four of these maps highlight needs for data and
information storage, manipulation, and integration.
Final map is an information technology map i reflecting the infrastructure
and systems needed to support the knowledge work of the organization.
This basic five-map methodology, stated here at a very high level, is the
framework we intend to apply to our ongoing knowledge management
efforts
at Monsanto.
20. Bollgard
Bollgard, which can properly be called a ”smart roduct”.
Bollgard is a new kind of cotton plant, genetically, engineered
for greater defense against a pest which accounts for 8o% of
cotton plant destruction in the United States.
It was awarded four regulatory approvals to sell innovative
new products-this, in an industry where the typical EPA
approval process has taken over eight years.
21. Bollgard
Bollgard cotton produces its own insecticidal protein,
24 hours a day, in every part of the cotton plant.
However, the insecticidal properties of the protein are
only effective against small larvae (<8mm). Once a
bollworm larva has reached the 3rd or 4th instar, the
amount of protein it ingests is not sufficient to kill it.
VIDEO : http://www.youtube.com/watch?v=iL9rCXCofVo
