future center - transformation into sustainable knowledge enterprises

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?


Background:Limitation of technological innovation

Customer Value

Incunabula ：Technological innovationhas driven thecustomer value Technological Value


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.


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)


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 plan


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.



Manager of other

department


Department

Issue of Assertiven

ess



ofnew trends


Motivationto plan



co-workersMotivation to reach out

to other department

Motivation to reach out


Motivationto plan

Issue of Execution Though the department may design an action plan,

it’s not easy for co-workers to execute the plan.



Manager of other

department


Department

Issue of Execution



ofnew trends


Motivationto plan




to other department



Motivationto plan

Issue of Bridging Though cooperation of other departments is needed,

it’s not easy for them to bridge all the gaps.



Manager of other

department


Department

Issue of Bridging



ofnew trends


Motivationto plan




to other department



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


II. Future Center

A new platform for solving complex problems through

dialogue among diverse stakeholders


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


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.


“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.


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)


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


Negative Spiral (to close minds)

Set Goals

Distribute tasks for each

Ask all member

s to commit

Evaluate each

member

Penalty for

delay


Positive Spiral (to open minds)

Set Goals

Admire helpers

Visualizehelping

Share anxiety

Share success image


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


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


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


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)


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



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


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


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

III. SustainableKnowledge Enterprises

A new enterprise model as a learning organization to continuously drive social

innovation


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


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


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


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.


future center - transformation into sustainable knowledge enterprises

Documents

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present12 takahiko nomura

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