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Pugh how great KMers are innovation conveners 150217

Innovation is a team sport, and great Knowledge Practitioners are well-suited to lead this. That is because they have long been product innovators and have the temperament and toolkit to be idea-bridgers and conveners.

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Pugh how great KMers are innovation conveners 150217

  1. 1. How Great KM’ers are Innovation “Conveners” How Great KM’ers are Innovation “conveners” 1 February 17, 2015 Kate Pugh, Columbia University and AlignConsulting kp2462@columbia.edu Smarter Innovation (20 articles on innovation) http://www.alignconsultinginc.com/boo ks/smarter-innovation (For reduced US pricing, e-versions, educational copies dsmallwood@ark-group.com)
  2. 2. Ideas • Innovation leadership • Research: Innovation microprocesses • Building an innovation competency How Great KM’ers are Innovation “conveners” 2
  3. 3. Innovation • An innovation is some economic entity– an object, a service -- that solves a problem systemically, and that persists over time because it interacts. • It can be internal to the organization, or external, generating revenue or societal impact. How Great KM’ers are Innovation “conveners” 3
  4. 4. Innovation leadership failures • Language • Process • Practice • Reflection • Politics • “Walk the talk” How Great KM’ers are Innovation “conveners” 4 Claude Legrand, “How Leaders can Close the Innovation Gap” Ivy business Journal, 2011 References: TJ Elliot, “Escaping Gravitiy, in Smarter Innovation, Ark Group, 2014.
  5. 5. Why knowledge practitioners? • “Label” for connections • (Co)generate solutions • Mobilize partners • Keep the pulse • Cross the boundaries • Model the way How Great KM’ers are Innovation “conveners” 5 • Language • Process • Practice • Reflection • Politics • “Walk the talk”
  6. 6. We’re often the first to see opportunities • Virtualization • Participation • Datafication • Benchmarking/ Aggregation • Sensor integration • Everywhere How Great KM’ers are Innovation “conveners” 6
  7. 7. We lead knowledge-driven strategies How Great KM’ers are Innovation “conveners” 7 Knowledge’s Fundamental value… Knowledge- enabled strategy Knowledge-based strategy Knowledge-driven strategy Makes us more effective Helps us to win Is the reason customers choose us Is informed by strategy Informs or shapes strategy KM... “Fit” the strategy. ID’d with specific competitive moves and capability enhancements. At the front line in the form of knowledge services or smart products. Knowledge activities and platforms … Source Stewart and Pugh:, “Knowledge is the Business” (Ark Group, 2013)
  8. 8. At the front line... Knowledge practice landscape How Great KM’ers are Innovation “conveners” 8 Revenue or external impact Productivity CollaborationInformation Mgt. Mostly explicit K to tacit Mostly Tacit K to explicit Knowledge Driven Knowledge- based, Knowledge Enabled
  9. 9. At the front line... Knowledge practice landscape (cont’d) How Great KM’ers are Innovation “conveners” 9 Revenue or external impact Productivity CollaborationInformation Mgt. Doc and Content Mgt., Analytics, metadata & findability Team/ecosystem collaboration, enterprise social media, networks Knowledge-driven products, e.g., FitBit, Google Nest, Angie’s List External communities, social media marketing, global knowledge networks
  10. 10. Knowledge product types How Great KM’ers are Innovation “conveners” 10 Distilled Instilled Embodied
  11. 11. Nonprofit knowledge products AlignConsulting KM Introduction 11 Distilled Embodied Instilled All
  12. 12. Innovation leaders’ strategy questions 1. Where do we compete? 2. How do we win? 3. How do we sustain competitive advantage? How Great KM’ers are Innovation “conveners” 12 (Source: IKNS “Strategy Sequence” discussion)
  13. 13. How we win and sustain • Make barriers to entry, via patents, reputation, relationships • Make switching costs for customers, via design- ins, relationships, competitive price • Be proactive, anticipate, deliver just in time for customer loyalty • Partner, manage the ecosystem How Great KM’ers are Innovation “conveners” 13
  14. 14. Innovation is a team sport • The ability to come up with a novel, valuable, and non-obvious idea is often necessary, but it’s never sufficient to guarantee success… [I]nnovation is about connecting, not inventing. No idea will make a difference without building around it the networks that will support it as it grows, and the network partners with which it will ultimately flourish. How Great KM’ers are Innovation “conveners” 14 See : Hargadon, Andy, “What is Innovation?” (Blog Post, 12/5/2010) http://andrewhargadon.typepad.com/my_weblog/2010/12/what-is-innovation.html
  15. 15. Five Innovation Dimensions for Smarter Innovation How Great KM’ers are Innovation “conveners” 15 Where do we compete? How do we win? How do we sustain competitive advantage?
  16. 16. Five Innovation Dimensions for Smarter Innovation How Great KM’ers are Innovation “conveners” 16 Where do we compete? How do we win? How do we sustain competitive advantage? 1. Bridging 2. Social and operational integration 3. Capability validation 4. Market and industry assessment 6. Innovation ecology 5. Commer- cialization
  17. 17. 1. Bridging • Making sense of an idea translated from one domain to the next. • Quirky (GE Open collaborative community) • Broadli (Generosity app and social capital on LinkedIn) • Motorola Solutions (4 discussion disciplines for virtual innovation – integrity, courtesy, inclusion, translation in Jive) How Great KM’ers are Innovation “conveners” 17 Smarter Innovation, Ark Group, 2014
  18. 18. Discussion disciplines can drive innovation How Great KM’ers are Innovation “conveners” 18 Skifstad and Pugh, “Beyond Netiquette: Discussion /Discipline Drives Innovation” (In Smarter Innovation, Ark Group, 2014). Discussion discipline Description Benefits 1. Integrity Use true voice, research views, Ask questions that propel Primarily tonal; builds community and social capital. 2. Courtesy Respect others and forum. 3. Inclusion Broaden the perspective. Explain terms, call others in. Primarily content- related; drives innovation. 4. Translation Summarize/use insights generated, and help others with summarizations.
  19. 19. 2. Social and operational integration • Socialization and refinement of a new idea across a network of employees and/or collaboration partners. • MonitorDeloitte ([SME] “thoughts in progress”) • BAE / Lockheed Martin (Knowledge Continuity for succession planning); Knowledge Jam) • Change Agents Worldwide (virtual networked org that “swarm” challenges) How Great KM’ers are Innovation “conveners” 19 Smarter Innovation, Ark Group, 2014
  20. 20. 3. Capabilities validation • Validating the organization’s and individuals’ capabilities and readiness to pursue the innovation. • Columbia Information and Knowledge Strategy (Findability framework) • Company Body (human- modeled sustainability) • Columbia/Emory/ Deloitte study (Risks of sharing in turbulent markets) How Great KM’ers are Innovation “conveners” 20 Smarter Innovation, Ark Group, 2014
  21. 21. 4. Market and industry exploration • Using collaborative microprocesses (and data) to determine whether the market and industry are viable and profitable. • Perks Consulting (scores “Corporates” acting like entrepreneurs -- “scrum” for commercialization) • ARRIS (Motorola Mobility) (risk selection, attitude, structure which, in turn, promote monetization models in disruptive markets, gain an innovation mindset, and up- stack market awareness) How Great KM’ers are Innovation “conveners” 21 Smarter Innovation, Ark Group, 2014
  22. 22. 5. Commercialization • Considering practicalities of pricing, positioning, promotion, and production using collective decision approaches. • Bain & Co. (Loyalty Forum for the Net Promoter Score “program” not just “service”) • TomorrowMakers (formerly MGTaylor) (enables consensus-building with value prototyping, Design Shop) • 3M (sales knowledge coverage models, rationalization) How Great KM’ers are Innovation “conveners” 22 Smarter Innovation, Ark Group, 2014
  23. 23. • Organizational-level – Shared language / metadata – Consensus innovation “process” – Sense making, benchmarking, systems thinking – “Open-space” v hyper-programmed – Inter-co swaps, sabbaticals, laterals, organizational mash-ups – Mindfulness, physical space • Individual-level – Mastery – Self-awareness – Deep curiosity outside field/ boundary tracking – Attracted to the foreign – Comfort with ambiguity – Nexus and convening skills How Great KM’ers are Innovation “conveners” 23 Team- or Community- level −“Desire-to-know,” not “need-to-know” −4 disciplines (integrity, courtesy, inclusion, translation), other interaction tools such as “Essays in two voices” Convening an innovation ecology Smarter Innovation, Ark Group, 2014
  24. 24. How great KM’ers are innovation conveners We lead by design • Span industry, functional, technical opportunities • Deliver knowledge products (distilled, instilled, or embodied) • Position for competitive advantage (internally and externally) We convene by temperament • Focus on interactions 1. Bridging 2. Social integration 3. Capabilities validation 4. Market/industry assessment 5. Commercialization • Build innovation ecology How Great KM’ers are Innovation “conveners” 24
  25. 25. Kate Pugh, Columbia University, AlignConsulting •Kate has held leadership positions with Intel Corporation, JPMorgan, and Fidelity. She is Academic Director of Columbia University’s Information and Knowledge Strategy Masters program, and is author of Sharing Hidden Know-How (Jossey-Bass, 2011) and Editor of Smarter Innovation (Ark Group, 2014). •Sample clients include Athena Health, Clear Channel, The Gates Foundation, Institute for Healthcare Improvement, Medtronic, Mitokine Bioscience, Project Mgt Institute, Women’s World Banking, and The World Bank. How Great KM’ers are Innovation “conveners” 25 •Kate has an MS/MBA from MIT Sloan, a BA in Economics from Williams College, and certifications in Dialogue, Facilitation, Mediation, Project Mgt., and LEAN Six Sigma. •Kate has articles in Sloan Mgt. Review, Harvard Business Review, Ark Group, NASA Ask Magazine, Huffington Post, Journal of Digital Media Management, Reuters Great Debate, and Ivey Business Journal.

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Innovation is a team sport, and great Knowledge Practitioners are well-suited to lead this. That is because they have long been product innovators and have the temperament and toolkit to be idea-bridgers and conveners.

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