no slide title · •yokoten system –library of lessons learnt from problems •suggestion...
TRANSCRIPT
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WELCOME!
MOBILIZING THE EFFECTIVENESS OF
NUCLEAR ENERGY AGENCIES
LEARNING FROM
THE MOST
ADMIRED
KNOWLEDGE
ORGANIZATIONS
IN THE WORLD
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COMPLEX ENVIRONMENTS:
KNOWLEDGE ECONOMY
• Driven by knowledge
intangibles rather than natural
resources, capital or low
skilled labour
• Economic performance based
on knowledge, technology and
learning
• Mobilising knowledge to add
value to goods and services
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CHALLENGES IN NUCLEAR ENERGY
• Fluctuating and unpredictable
energy prices
• Low oil prices ($28 a barrel) vs
high costs of nuclear power
• Unstable exchange rates and
interest rates for exporting nuclear
energy
• Use of best practice to share
knowledge and lessons learnt
across sector
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CHALLENGES IN NUCLEAR ENERGY
• Is it more important for nuclear
energy industry to pursue the latest
technology such as Generation III
reactors or develop its workforce to
share knowledge and expertise?
• How do leaders improve the human,
social and organisational capital of
the industry?
• How can the industry mobilize
knowledge quickly around
contamination and containment in
nuclear accidents such as
Fukushima?
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LESSONS LEARNT FROM LEADING
FIRMS IN COMPLEX ENVIRONMENTS?
• Focus on practices and real
life challenges
• Firms chosen have won
Most Admired Knowledge
Enterprises (MAKE) Awards
• Analyse international KM
practices
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ERNST & YOUNG (US)
• ‘Big 5’ consulting firm in 130
countries with 80,000
employees
• Selling knowledge and expertise
• 16,000 staff on Facebook
• Problem of dispersed
knowledge – need for ‘just-in-
time’ knowledge
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ERNST & YOUNG (US)
• Centre for Business
Knowledge (CBK) maintains
a repository of knowledge
• Use ‘Powerpacks’ with latest
client and industry info and
previous consultancy reports
• Retirement of baby boomers
creating challenge
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WORLD BANK
• Knowledge seen more powerful
than money in poverty reduction
• Desire to move from repositories
to CoPs
• Wish to engage with partners
and utilise combined knowledge
towards local solutions
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WORLD BANK - NIGERIA
• Email sent to CoP for advice on
national transport strategy
• Detailed responses from 11
countries in 24 hrs
• Reduced costs and speed up
strategy development
• Have used satellite technology
to enable video conferencing
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INFOSYS (INDIA)
• Rely heavily on overseas
business
• Realised knowledge and
expertise most valuable
resource
• Used Kshop to encourage
knowledge sharing
• Contribution rates low
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INFOSYS (INDIA)
• Introduced Knowledge Currency
Units (KCUs) as reward system
• Contributions rose significantly
• Unintended consequence was
employees saw KCUs as way of
making money rather than
openly sharing knowledge
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UNILEVER
(UK/NETHERLANDS)• CoPs are key to KM but linked to a key
‘Knowledge Domain’
• Champions to coordinate and mobilise
network
• Aim to encourage collaboration
geographically and across functional
boundaries
• Based on 4 principles: deliverables,
people, operations and leverage
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TOYOTA (JAPAN)
• New recruits get hands on
experience on production line
• Use quality circle forums – analyse
problems and performance
• Yokoten system – library of lessons
learnt from problems
• Suggestion screening system – type
any question on terminal
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TOYOTA (JAPAN) - PRIUS
• Hybrid car reached production in 15
months after trying out 80 engine
designs
• Contradictory viewpoints drive
experimentation and continuous
improvement
• Mantra “Never be satisfied!”
“There’s got to be a better way!”
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HONDA (JAPAN)
• Slogans such as “Theory of
Automobile Evolution” part of their
development of cars
• Allow engineers to play
• Eg. ‘Asimo’ robot developed that
may help other business areas
• Honda R&D provided all CEOs
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ROYAL DUTCH SHELL
(UK/NETHERLANDS)
• Use wikis to generate dialogue and
new knowledge
• Has replaced 300-500m archive
documents
• Has 40,000 registered users
• Users can talk directly to authors of
wiki content
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ROYAL DUTCH SHELL
(UK/NETHERLANDS)• 60% of staff will retire over next 8
years
• Shell Open University courses are
all on wikis
• 80% of technical staff are away from
home at any one time
• CoPs follow common interests and
across functional areas
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TATA CONSULTANCY
SERVICES (INDIA)• Optimises onsite IT consultancy with
offshore back office in India
• KM: People, Processes and
Technology
• PEEP forums – employee
engagement with senior managers
• PROPEL forums – 40 members
around a theme – quality circles
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COLLABORATION AMONG
NUCLEAR ENERGY AGENCIES• Developing a Thinking Environment
(Nancy Kline, 2014)
• Thinking is a radical act (improves action)
• Listening with attention, respect and
fascination to others
• Asking incisive questions
• Giving everyone a turn to speak without
interruption
• Use of Thinking Pairs
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CONCLUSIONS
• Is KM purely about digital innovation
and CoPs?
• Need to address problem of ‘baby
boomer’ retirements in HE –
mentoring, coaching, wikis?
• How does one develop a shift from
single-loop to double lop learning in
the nuclear industry?
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CONCLUSIONS• Use of Nuclear Energy ‘YouTube’
channels for knowledge sharing –
similar to FutureLearn in academia?
• Knowledge sharing incentives – money
or relaxed CoPs with boundary
spanners?
• Creative tension – contradictory
viewpoints and figurative language?
• Wikis, blogs, social networking, big data
and virtual worlds?
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THANK YOU!