Title: Innovation
1Innovation Knowledge Management
- Dr. SiddhanClariant - Colour-Chem Ltd.Thane
2Why this topic when we talk of Challenges to
Indian MNCs ?If we dont manage creativity and
innovation in the areas of Intellectual property,
technology distribution, India will be
challenged in the market place
3A great wind is blowing and that gives you either
imagination or a headache.
- Catherine II (the Great)
- Empress of Russia
4Knowledge Management definitions
- A multi-disciplined approach to achieving
organisational objectives by making the best use
of knowledge - The systematic processes by which knowledge
needed for an organisation to succeed is created,
captured, shared and leveraged -
- The art of creating commercial value from
intangible assets -
5Innovation
- I am convinced that if the rate of change inside
the institution is less that the rate of change
outside, the end is in sight. The only question
is timing of the end. - Jack Welch, GE.
6What is Innovation?
- Innovation means renewal or alter
- Prerequisite for innovation is the
dissatisfaction with the current status and an
inquisitive mind
7Defining Innovation, Creativity Intelligence
- Innovation is using an existing idea for a
laterally different purpose or application - Creativity is doing things that has not been done
before - Intelligence is the ability to learn and think
8Demonstrated creativity examples
- George de Mestral's observation of how cockleburs
attach to clothing leading toinvent the
hook-and-loop fastener known as Velcro - Art Fry's development of Post-It removable notes
at 3M Corporation in 1974 Dr. Spencer Silver,
another 3M scientist, had developed a polymer
adhesive that formed microscopic spheres instead
of a uniform coating, and thus was a poor
adhesive that took years to set
9Managing Creativity
- "If you do not know where you are going, you will
not know when you arrive." conventional view - "If I knew what I was doing, it would not be
research." unorthodox view
10Managing Creativity
- Instead of asking for one solution, require the A
students to give two different methods of solving
one problem. Encourage students to find creative
solutions instead of prosaic solutions. - Give problems that are unreasonably difficult to
answer correctly, and have the students find a
rough approximation. - Give students problems without adequate
information let them go to the library and find
the information that they need. - Give more problems that ask the student to design
a circuit, interpret data, design a method of
doing an experiment, ...
11Managing Creativity
- Assign term papers that require reading from
multiple sources, making a creative synthesis of
the information, and finding contradictions or
inconsistencies in authoritative, published
works. - Occasionally assign exercises that show an
incorrect solution to a problem (e.g., computer
program that contains at least one bug,
electronic circuit that will not function
properly) and have the students find the defect
and suggest a correction. - Assign laboratory experiments that allow students
freedom to choose techniques) and topics. - Arrange or compose music, not merely playing
music.
12Intelligence
- Synthetic intelligence. The ability to combine
existing information in a new way. - Analytic intelligence. The ability to distinguish
between new ideas that have potential, and new
ideas that are not worth further work. This
ability is essential to an effective allocation
of resources, by evaluating the quality of new
ideas.
13What are innovation drivers?
14What innovation model to be used?
Innovation RD Strategy
RD Knowledge Management
- Innovation and RD strategy
- Strategic areas and technologies
- Innovation pipeline
- New technologies
- Technology teams
- Cooperations (Universities, Institutes)
- Innovation Forum
- People exchange
- IT Systems RD
New Business Development
Intellectual Property
- New business opportunities
- Multidisciplinary RD projects
- Start up projects
15Thinking provides knowledge, Knowledge makes you
great.
- Dr. APJ Abdul Kalam
- Honorable President of Indiafrom annual address
at Saurashtra University, Rajkot, Gujarat
16What is Knowledge?
- Explicit can be codified books, reports,
journals, memos, documents - Tacit know-how typically unwritten
- Experiences and expertise gained over time
- Insights and observations resulting from
discussion and collaboration - Often most valuable because difficult for
competition to replicate
17Knowledge is more than knowing
- Knowledge develops like a pyramid
Wisdom
Strategy, heurisitics
Knowledge
Concepts, algorithm
Information
Organized facts, simple rules
Data
Raw isolated facts
18Knowledge is more than knowing
- Overload Noise
- Business workers are flooded with data and
drowning in information - Volume of technical literature is overwhelming
- To read one year of chemistry publication will
take 700 yrs. - Biomedical literature will take 2200 yrs.
19Knowledge is more than knowing
- Where is the wisdom we have lost in knowledge?
- Where is the knowledge we have lost in
information? - Where is the information lost in data?
- TS Eliot in his poem The Rock
20Knowledge is more than knowing
- Overloaded knowledge workers suffer
- Half of managers cant cope with data they
receive - Two thirds said they needed high levels of
information but believed info was underutilized - Ca. 50 felt that acquiring information
detracted from their main job responsibilities - Information overload lessened job satisfaction
21Knowledge is more than knowing
- Explicit and tacit knowledge
- Physics student can write equation of a ball
propelled in space and its trajectory - this is
explicit knowledge - Basket ball player knows how to propel into the
hoop - this is tacit knowledge - experience,
skill muscle memory
22Knowledge is more than knowing
- Effective knowledge management
- Deals with both explicit and tacit knowledge
- While explicit knowledge is copied, tacit
knowledge is not - Prefer tacit knowledge based projects for
sustained success
23Knowledge is more than knowing
- Who do you hire?
- Worker who knows how to operate a machine but
does pick up new skills? - One who knows how to learn independently but not
familiar with the machine? - Your brand of machine will change !!!Skills are
easier to acquire than attitude !!!
24Knowledge is more than knowing
- Another way to look at KM
- How group of people make themselves collectively
smarter - While training educates individuals, KM educates
the entire organization
25Knowledge is more than knowing
- Early knowledge management system
- Beehive - every spring day, hundreds of bees
sortie forth in quest of honey. One of the
emissaries locates a promising patc, he flies
back and does a jig unique 8 figure dance. This
angle of figure 8 tells rest where the patch of
flowers are
26The Role of Knowledge
- The creation, diffusion and use of knowledge
have become the vital - ingredient in economic growth and
- change. The innovation-driven economy builds
upon these - processes. (OECD, 2002)
27knowledge management mythology
- 1. Connectivity is the issue - sharing of info
knowledge will follow - 2. Its a solution - must be good for our
problems - 3. Ubiquity, access, any time, any place is
always needed - 4. Its available, I need it
- 5. We can talk KM with no reference to
organizational issues
28knowledge management mythology
- 6. If we ask people what they want, they will
tell us and we will know what to do - 7. KM is corporate information services an
expensive portal a new VP or CKO - 8. We can talk and understand fully realise KM
with no reference to traditional knowledge
disciplines - 9. KM is now an old, mature concept there are
sophisticated packages available - 10. Amazon.com is a bookseller
29Organizational conditions for KM
- Trust
- Confidence
- Credibility
- Direct connection knowledge acquisition/sharing -
reward - professionals ambassadors or bosses
- Systems support
30Why manage knowledge
- Enables effective and timely decision-making
- Fosters creativity innovation
- Enhances communication
- Supports culture of learning, customer-focus, and
moving from good to best
31The Tacit Knowledge Problem
- Unique properties of Knowledge
- Access to people and their ideas, and expertise
- Not all knowledge easily codified
- Trust
- Community context
- Peer rating feedback also important
32Managing knowledge
- Knowledge has become the key to success, it is
simply to valuable a resource to be left to
chance (Wenger)
Knowledge management (KM) is A
trans-disciplinary approach to improving
organisational outcomes and learning, through
maximising the use of knowledge
33Critical Concepts for KMWhats to Manage?
- Organisational information
34A KM interpretation
- Recognizing the value of knowledge in decision
making and innovation - Developing a culture of challenge existing
beliefs and ways of doing - Embracing new knowledge -use the specialized
knowledge of experts - Looking for patterns and trends in information
and processes
35Paradoxes of Knowledge
- Using knowledge does not consume it but it does
get obsolete.
- Transferring knowledge does not lose it but
market mechanisms allow ownership.
- Knowledge is abundant, but the ability to use it
is scarce.
- Producing knowledge resists organisation.
- Much of it walks out the door at the end of the
day.
36The Challenge of Knowledge Management
- Not only of how to develop new knowledge, BUT
- how to locate and acquire others knowledge
- how to diffuse knowledge in your organisation
- how to recognize knowledge interconnections
- how to embody knowledge in products
- how to get access to the learning experiences of
customers
37 looking at key elements
- people
- processes
- technology
38The KM Journey - the Fivefold Way
- Establish effective information capture and
management systems processes
- Identify/map organisational individual
knowledge capabilities your knowledge asset
register
- Codify knowledge where possible, but dont
discard non-codifiable (tacit) components
- Nourish a culture that supports and rewards
knowledge sharing
- Promote individual knowledge development
AND THEY ALL INTERACT!
39Intellectual Property
- Steady Growth in patents and trademarks
- Licensing IP as part of smart Intellectual Asset
Management - Case Example Yet2.com ( recently acquired by
Scipher)
40What are the challenges?
- attaining understanding commitment
- developing trust across the organisation
- addressing the people and cultural issues
- not allowing technology to dictate KM
- have a specific business goal for KM
- quantify the up-front and in-service costs and
benefits - measuring performance
- considering regulatory requirements, best
practices, guidelines - leadership
- integrating KM across the organisation
41Who is involved
- Knowledge management is everyones
responsibility. - leaders need to demonstrate a vision for the
organisation and actively support knowledge
management initiatives - managers need to support knowledge workers and
provide environments conducive to knowledge
sharing and creation - knowledge workers need to share knowledge with
each other and ensure that their knowledge
management work is visibly linked to
organisational objectives
42Introduction
- Innovation is more than a good idea
- It is the process that takes a good idea,
improves it and implements it. - Purpose
- Commitment
- Ability
- Support
43Are we open to new ideas?
- Is your company open and receptive to new ideas?
- What happens when someone comes up with an idea?
- What sort of reaction do new ideas get form the
rest of the organisation? - We tried all that before, It is too expensive,
- Let us see some famous impulsive remarks
44Famous Remarks
- On the Microchip
- But what is it good for?
- Engineer at Advanced Computing Systems Division
of IBM 1968 - Home PC
- There is no reason anyone would want a computer
in their home - Ken Olsen, President, Chairman and Founder of
Digital Equipment Corp, 1977 - Memory
- 640K is ought to be enough for anybody
- Bill Gates, 1981
45Famous Remarks
- Telephone
- This telephone has too many shortcomings to be
seriously considered as a means of communication.
This device is inherently of no value to us - Western UnionInternal memo
- Radio
- The wireless music box has no imaginable
commercial value. Who would pay for a message
sent to nobody in particular - David Sarnoffs associates in response to his
urgings for investments in the Radio in the
1920s - Talking Pictures
- Who the hell wants to hear the actors talk?
- HM Warner, Warner Brothers,1927
46Famous Remarks
- Beatles
- We dont like their sound, and guitar music is
on their way out. - Decca Recording Corporation, rejecting Beatles,
1962 - Airplanes
- Heavier-than-air Flying machines are impossible
- Lord Kelvin, President, Royal Society , 1895
- Airplanes are interesting toys but of no
military value - Marechal Ferdinand Foch, Professor of Strategy,
Ecole Superieure de Guerre - Oil
- Drill for Oil ? You mean drill into the ground
to try and find oil? Youre crazy - Drillers whom Edwin L Drake tried to enlist to
his project
47Getting Innovation started
- Innovation is like juggling. The organisation
needs to focus on purpose, commitment, ideas and
support - Most companies are not short of ideas. What they
lack is the commitment of others, the weight
required to overcome the obstacles - Innovation needs people who think in different
ways - People who are good at problem solving and
analysis - People who are capable of following hunches and
convert them into ideas - People who are capable of implementing them
- Innovation will fail if it is left to a creative
few
48The idea process
- Create thinking space
- What is the best surrounding one likes to think.
Try to bring it into the office ( provided they
fit the professional culture) - Bring in Colour in the meeting rooms
- Climb the ladder
- Top Rung How do I make the organization more
innovative - One rung down How do I Make my division more
innovative - Third rung How do I make my team more
innovative - Fourth rung How can I be more innovative
- Fifth rung How can I implement one new idea?
49Tools of the Trade-Exploring
- Brainstorming
- Best in groups
- Get the maximum number
- Do not evaluate ideas before the session finishes
- Clearly stated problem
- One person to jot the ideas
- Mixing Metaphors
- Have something in mind that you want ideas about
- Pick an object to use as a metaphor
- List all characteristics of the object
- Stop and think about each characteristic
- If they give any ideas, list them
- Use another object if you want more ideas
50Acting the Idea process
- Selecting the ideas with the greatest potential
- Developing them further and modifying them
- Being very clear about the final shape and what
it will look like - Well-thought-through Plan for turning the idea
into reality - Walking Back
- Just imagine
- Take one step backwards
- Keep walking backwards or catch it by the tail
51Support
- Is the key to success of innovation
- Example standing in a an election
- Ticket, media campaigns, promotional material,
fundraising schemes, volunteers from the party - It is only people you know who will support your
ideas - In Politics, the best candidate does not always
win, but the best supported candidate - What we should we stop, what we should start
andwhat we should continue to do to foster
innovation
52Support
- Improve company memory
- Too many good ideas are lost before they see the
light of the day - We should keep a record of the ideas. They may be
full of stuff with little value but some gems may
be hidden!!! - Give people time
- Risk taking ability to be fostered
- People should enjoy the innovation process
- Networking ability
- Be good at remembering faces and names
- Make yourself available to others
- Ask for help from coworkers and not managers
- Become aware of the informal communication
channels
53Celebration and Rewards
- Publicity and celebration of success are key to
promote the innovation process - Recognition is the key to motivate the people.
- Apart from tangible rewards, recognition is also
a very nice way of recognition
54If everything is under controlyou are just not
driving fast enough
55Thanks