internal & external km the hague

The Hague, March 2003The Hague, March 2003

MANAGEMENT OF INTERNAL AND EXTERNAL KNOWLEDGEIN RESEARCH & TECHNOLOGY ORGANIZATIONS

Dr. Javier RUIZ FERNÁNDEZ

Director of the “Information Society and Regional Development” Unit

LABEIN Technological Centre - Spain

[email protected]

EARTO EUROLAB International ConferenceEARTO EUROLAB International Conference


Working in the Knowledge Based Society

KM in RTO KM LeadershipCase study

LABEINConclusions

2. KM in RTO

3. KM Leadership

4. Case studyLABEIN

Conclusions

Features

Problems to face in RTOs

Developing Knowledge based Management styles

Initiatives for skills-based management

… and recommendations

OUTLINE



1. The three-dimensionality of labour:

a) The individual task:

• The ambiguity of the task

• It is knowledge-based work

b) Coordination activities

c) The reflexive work of learning

1. The three-dimensionality of labour:

a) The individual task:

• The ambiguity of the task

• It is knowledge-based work

b) Coordination activities

c) The reflexive work of learning



LABEINConclusions

The organisation of labour in the industrial era:

•The breaking down of physical skills into movements and tasks.

•The separation between planning and execution.

The organisation of labour in the industrial era:

•The breaking down of physical skills into movements and tasks.

•The separation between planning and execution.

WORKING IN THE KNOWLEDGE BASED SOCIETY


2. The Segmented nature of work:

• Non-manual work is based on the power of transformation of language and on conversations.

• There is a "second order" learning that entails changing "how observant I am", the only way of opening myself up to other "mental models".

How to see what we do not see?

How to be aware of what I have not achieved by myself?

2. The Segmented nature of work:

• Non-manual work is based on the power of transformation of language and on conversations.

• There is a "second order" learning that entails changing "how observant I am", the only way of opening myself up to other "mental models".

How to see what we do not see?

How to be aware of what I have not achieved by myself?



LABEINConclusions

WORKING IN THE KNOWLEDGE BASED SOCIETY


The ensemble of activities allocated to capturing, generating, interpreting, disseminating and using knowledge within the group of persons that form an organisation.

• KM begins to add value when it focuses on provoking action, and not on recording past action or structuring data and information from different sources.

• KM affects values, culture, processes and systems.

We may talk about Knowledge-based Management

The ensemble of activities allocated to capturing, generating, interpreting, disseminating and using knowledge within the group of persons that form an organisation.

• KM begins to add value when it focuses on provoking action, and not on recording past action or structuring data and information from different sources.

• KM affects values, culture, processes and systems.

We may talk about Knowledge-based Management



LABEINConclusions

DEFINING KNOWLEDGE MANAGEMENT (KM)


Quality management: Standardisation ISO 9000, ISO 17025,...

Quality management: Standardisation ISO 9000, ISO 17025,...

KM LeadershipCase study

LABEINConclusionsWorking in the

Knowledge Based Society

KM in RTO

Technology management as a strategic paradigm

Technology management as a strategic paradigm

The EFQM excellence model

best practices in management

The EFQM excellence model

best practices in management

Knowledge management

?

Knowledge management

?

MANAGEMENT TRENDS

in Research & Technology Organisations (RTOs)


Can we talk about "knowledge management systems"?

How can we leverage the power of mobilisation and transformation of "knowledge management" in RTOs?

Can we talk about "knowledge management systems"?

How can we leverage the power of mobilisation and transformation of "knowledge management" in RTOs?



LABEINConclusions

PROBLEMS WITH KNOWLEDGE MANAGEMENT


The "Quality and Excellence in RTO" working group (QUEX) of EARTO, 2000-2002.

(www.earto.org)

The "Quality and Excellence in RTO" working group (QUEX) of EARTO, 2000-2002.

(www.earto.org)

KM LeadershipCase study



KM in RTO

The "Working group on valuing intangibles and managing knowledge in higher education and research organisations” EARMA 2002

([email protected])

The "Working group on valuing intangibles and managing knowledge in higher education and research organisations” EARMA 2002

([email protected])

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?


Commitment (external

and internal)

More positive things happen; fewer negative

things happen

Finality &Ethics

Build uprelationships

Providecoherence

Createand shareknowledge

Understandchange



LABEINConclusions

Knowledgeis in people


KM in RTOCase study



KM Leadership

Commitment (external and

internal)

More positive things happen; fewer negative

things happen

Finality &Ethics

Build up

relation

ships

Providecoherence

Createand shareknowledge

Understandchange

"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".

"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


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

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

KM in RTOCase study



KM Leadership

Information technologiesas enablers of Knowledge based Management




LABEINConclusions

LABEIN was created in 1955. Nowadays, LABEIN is a private non-profit Foundation with the mission of supporting enterprises and administration bodies needs in research and innovation

3 centres with 48,000 m2 surface area

Over 250 professionals + 50 scholarship holders

Contracts in the year 2002: 18 MEuro

3 centres with 48,000 m2 surface area

Over 250 professionals + 50 scholarship holders

Contracts in the year 2002: 18 MEuro

Involvement in 5 markets:

Iron and Steel Industry Automotive Industry Energy Construction and the

Environment Information Society and

Regional Development

Involvement in 5 markets:

Iron and Steel Industry Automotive Industry Energy Construction and the

Environment Information Society and

Regional Development


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)



LABEINConclusions

Initial Competence model used in LABEIN


D 1 1

R E P R E S E N T A C I Ó N G R Á F I C A R O L D E R E F E R E N C I A

G 0 1

G 0 2

G 0 3

G 0 4

G 0 5

G 0 6

G 0 7

G 0 8

G 0 9

G 1 0

R 0 5 D i r e c t o r d e U n i d a d d e N e g o c i o

M a r c o d e r e f e r e n c i a p a r a e l d e s a r r o l l o d ec o m p e t e n c i a s d e l o s p r o f e s i o n a l e s d e L a b e i n q u el l e v a n a c a b o l a g e s t i ó n d e r e c u r s o s m a t e r i a l e s yh u m a n o s y r e a l i z a n e l s e g u i m i e n t o d e l a so p e r a c i o n e s e c o n ó m i c a s y fi n a n c i e r a s .

C O M P E T E N C I A S Y G R A D O S

T e ó r i c a R e a l G a pC o m p et en c i a s d e M er c a d oG 0 1 O r i e n t a c i ó n a l c l i e n t e D C 1G 0 2 C o n o c i m i e n t o t e c n o l ó g i c o o r i e n t a d o

a l m e r c a d oC B 1

C o m p et en c i a s d e N eg o c i oG 0 3 V i s i ó n e s t r a t é g i c a d e l n e g o c i o d e

L A B E I ND B 2

G 0 4 O r i e n t a c i ó n e c o n ó m i c a C C 0G 0 5 D e s a r r o l l o d e a l i a n z a s C A 2G 0 6 E s p í r i t u e m p r e n d e d o r D B 2C o m p et en c i a s H u m a n a sG 0 7 D e s a r r o l l o d e p e r s o n a s C B 1G 0 8 G e s t i ó n d e e q u i p o s D C 1G 0 9 F a c i l i t a c i ó n d e l c a m b i o C B 1G 1 0 C o m u n i c a c i ó n C B 1

EVALUATION OFCOMPETENCIES

KM in RTO KM Leadership ConclusionsWorking in the Knowledge Based Society

Case studyLABEIN


Project Project communicationcommunication

Competencies Competencies descriptiondescription

Individual Individual evaluation and evaluation and contrastcontrast

Integration of the Integration of the competencies competencies catalogue in the catalogue in the human resources human resources Management Management System System

2000 20022001

Kick-off Kick-off meetingmeeting

Task Force Task Force Workshops: affinity Workshops: affinity

diagram diagram

DiagnosisDiagnosisResults Results

introductiintroductionon

ValidatioValidationn

Phase Phase IIPhase Phase IIIIPhase Phase IIIIII

Phase Phase IVIV

Technical CompetencesTechnical Competences

Technical competencies

Diagnosis of competences (present situation)

Career development roadmapFinal version of the competencies catalogue

Phase Phase IIIIPhase Phase IIIIIIPhase Phase IVIV

Resultant productsResultant products

GANTT (Business GANTT (Business Unit)Unit) 2003

KM in RTO KM Leadership ConclusionsWorking in the Knowledge Based Society

Case studyLABEIN


Performance assessment (individual)

Reward review(year n)

Setting up objectives(year n+1)

Competence Map Training

PlanHuman development

Conversational activity

Document

KM in RTO KM LeadershipWorking in the Knowledge Based Society

Case studyLABEIN

Conclusions


KM in RTO KM LeadershipWorking in the Knowledge Based Society

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.

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

Case studyLABEIN

Conclusions

Internal External





• 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.

• 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.

CONCLUSIONS





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