bfbm(14-2016) knowledge leadership bfbm14
TRANSCRIPT
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Knowledge Leadership: Innovating our Future
Prof.Dr.Aung Tun Thet
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Knowledge
• Hot topic• Intellectual capital • ‘Hidden assets' • Value creation
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New Economic World Order
• Intellectual not financial capital• Profound changes in managing most precious
resource - human talent
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Management Concepts
• Evolving • From Leading (and being led) • To Navigation and networking • Not traditional command-and-control
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Modern Management
• Beyond information technology• Not fear speed of change• Embrace learning
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Effective Management
• Not having most knowledge• Knowing how to use it
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Leadership
• More art than science• Return-on-leadership (ROL)• Innovation competence• Measure performance
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Knowledge Economy
• Focus upon and manage knowledge - individual and collective
• Multiplier effect • More shared more grow• New style of leadership behaviour
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Knowledge Economy
• Agricultural, industrial and information age: linear, competitive, market-share oriented management
• Intangible variables: intellectual capital, alliances/partnering, and global communications - both human and technical
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Leadership Differ in Knowledge Economy
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Today
• Connections made between isolated elements• Innovation fostered by information gathered from
new connections
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Today
• Insights gained from other disciplines or places• Active, collegial networks • Fluid, open boundaries• Innovation from circles of exchange• Information not accumulated or stored but created
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21st Century Leadership
• More vision and visibility• Not learned behaviours• Behaviours demonstrate impact
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21st Century
• Knowledge obsolesce accelerate• ‘Digital Divide’ - gap between “haves” and “have
nots”• Human (vs. information or technology) agenda place
emphasis on all people and all cultures
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21st Century
• Real-time learning critical • Yesterday’s leaders focus on ‘leading’ • Tomorrow’s leaders local, national, regional and
international statesmen (and women)• Effectively balance economics, education and
environment
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Seven Cs of Knowledge Leadership
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7 Cs
1. Context
2. Competence
3. Culture
4. Communities
5. Conversations and Common Language
6. Communications
7. Coaching
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1. Context
• New Human Capital orientation • Performance metrics dynamic • Measure intangibles• Organizational structures networked • Self-managing knowledge workers
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1. Context
• Processes transcend organization boundaries• Link all stakeholders into strategic innovation
system• Information technology for knowledge processing
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1. Context
• Vision • “Although the urgent business of everyday life is
important, • it is not as important as the future.”
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1. Context
• Leaders inspire passion • Ensure teams stability• Maintain focus and balance• Lead by example, walk-the-talk, and understand
‘whole’• Leverage talents
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2. Competence
• 35 organized into following categories: • Direction Setting• Change Leadership• Critical Thinking• Organizational Development and Diversity • Work-Life (Personal/Organization) Balance• Quality, Knowledge and Innovation
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Leadership
• Impossible to teach• Learn, experience and supported
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Five-step learning process
• Step One - Competency Profile • Step Two - Learning Plan• Step Three - Learning Process• Step Four - Re-entry Planning• Step Five - Measurement of Impact
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3. Culture
• Values - explicit and implicit • Trust - accountability, integrity, honesty and ethics • Communications - human and technical • Vision - sense of direction, uniqueness, or
aspirations
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3. Culture
• Knowledge valued• Engender change, innovation, openness and trust• People recognized and rewarded for knowledge
contribution
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3. Culture
• Effective knowledge creation • Flexible, networked organizational structures• Multiple teams• Intensive and purposeful networking• Knowledge-sharing - job rotation, learning events,
effective teaming and comprehensive technology infrastructure
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4. Communities
• Convergence of functional perspectives• Common agenda
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4. Communities
• HR professionals develop relevant performance measures and use information technology
• Chief Information Officers understand organization structure, motivations of people and cross-boundary processes
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4. Communities
• Quality experts building training infrastructures for transfer of knowledge and best practices
• R&D managers involved in business development and reducing cycle time with increased customer interaction
• Finance professionals expand audit capabilities to influence business strategy
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4. Communities
• Respect for alternative paradigms• Value created in organization interfaces – “white
space” • Connections between individuals, organizations,
companies
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4. Communities
• Communities of Practice - quality circles and networked organizations
• Harness creativity • Promote cross-fertilization for prosperous innovation
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4. Communities
• Peers• Common sense of purpose• Natural connections• Ideas originate exchanged• Result in marketable products and services
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4. Communities
• Innovation bond diverse constituencies• Knowledge and intellectual capital mechanisms build
synergy• Essence of sustainable organizations• Economies of future
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4. Communities
• Leaders collaborate and contribute to success of one another
• Not zero-sum game!
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5. Conversations and Common Language
• Innovation language• Heritage, purpose, mission and strategy • Connections made among internal and external
constituencies• Purposeful conversations• Art of structured conversation and dialogue
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5. Conversations and Common Language
• Learning and improvement two sides of same coin• Quest for effective learning • Understand and leverage diversity of knowledge,
skills, experiences• ‘Network of conversations’
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6. Communications
• Leverage technology• Not always technical• “You do not get a second chance,• to make a first impression” • Simple but not simplistic
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6. Communications
• Integrated to leverage human capital• External messages consistent with internal culture,
values and vision• Branding, ethics, direction, success stories, etc. -
conveyed skilfully and on regular basis
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6. Communications
• Knowledge-type advertising campaigns: • “Knowledge is powerful medicine” • “Understanding comes with Time”• “Old tradition, new thinking”
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6. Communications
• Marketing products and services• Present timely image to external stakeholders • Motivational tool for employees
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6. Communications
• Federal Express “The World on Time” • Simple, memorable, substantive and visceral• Right words in right context
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6. Communications
• Learning process • Dissemination tool• Tapping into customer knowledge • Distributed learning network of expertise• Intelligence service • Business development• Listening
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7. Coaching
• Guided relationship process • Both responsible• Process forward looking, change-oriented and
developmental• Enable success, productivity, revenue growth and
stakeholder value
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7. Coaching
• ‘Being’ than ‘Doing’ • Trust, support and shared values• Ability to see contexts not supplying content• Affirms person• Clarify choices• Catalyst for achieving both individual and
organizational purposes
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7. Coaching
• Connects inner person (confidence, values, purpose)• With external leadership (articulating vision,
reaching targets, and achieving goals)• Opposite of judging and need for control
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7. Coaching
• Effective leaders do not have all the answers• Healthy curiosity• Sense of direction• Standards of excellence • Genuinely value others• ‘Know what the others know’
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7. Coaching
• Constantly learning (Kaizen)• Experiment with new ideas • Not afraid to make mistakes• Facilitating process • Navigate through uncharted territory
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7. Coaching
• On-the-job learning• Guide own innovation process
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Conclusion
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New Millennium
• Leadership carry forward not resemble past• Future leadership novel skill-set
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Knowledge Leaders
• Understand nature of complex context• Competencies based in experience • Know relationship between:• Motivation (Psychology) of individual• Culture (Sociology) of organization• Value heritage (Anthropology)
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7 Cs
1. Context
2. Competence
3. Culture
4. Communities
5. Conversations and Common Language
6. Communications
7. Coaching
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Thank You!