Tom Davenports Classic on hwo to Build Organizations of Knowledge workers, around talent Management, Information and Managerial Hygiene.. great reference for managers

1. Thinking for A living
Book Summary
Tom Davenport
2005 | HBS Press

2. What’s a knowledge Worker

3. Warren Bennis
managing people is like herding cats

4. Julian Orr
 Talking about machines - ethnography
of a modern job
 Knowledge Worker Difference
 Interventions Measures and
Experiments in Knowledge work

5. Knowledge Work Process
A thought regarding the approach
• Engineered methodologies Vs
• Agile [ Adaptive, people - oriented]

6. Org Tech  Knowledge Work
The Matrix overlayed with Technologies

7. how to integrate knowledge into the job?
• through systems,
• through KM - reference,
• through networks of sharing and collaboration,
• embedding tech into the jobs

8. Develop Knowledge Worker Capabilities

9. Watts Humphrey
- father of CMM
There is inertia in organizing for tech
… therefore recommended PSP and TSP
[personal and Team ]

10. Managing the Work Flow
 Self service and its pros-and cons?
 Do time and effort analysis on
knowledge worker ideal work week
 [Lean – Goputhink]
 Eliminate / manage the wastes

11. Lake Wobegon Effect
Everyone thinks they’re better than the average
Over confidence
Invisibility [ lack of awareness]
Garrison Keillor

12. Some good Productivity approaches
• use lists
• minimize tech complexity,
• delegate - get help,
• Suspend judgment w.r.t Approach
• Effort focused on Org information
• Tooling with a purpose

13. how to make meetings work
Michael Doyle & David Straus
They tested on more than 10,000 participants, the Interaction
Method of conducting meetings .. To improve productivity by up
to 15 percent. Demonstrating how time and people can be better
used in meetings…

14. Invest in Know Workers Networks and
learning
• Robert Kelley @ Bell labs
– identified the necessity of networks [ not
deep dive ]
• Tom Davenport & Sue Cantrell
[Accenture] & Rob Cross [Uvirginia]
– how KW get information and solve
problems - with a particular focus on
social networks
How Bell Labs creates star performers : Robert Kelley and Janet Caplan,
Harvard Business Review (July-August 1993)

15. How to Create Star Performers..
• Customize services around existing standard products or services. ]
northwest Airlines Westlink Bundle
• Mass Produce Customized services that customer can easily adopt
for individual needs ] ASIC Chips , platforms
• Move production closer to the point of consumption ] 3D Print
• Provide Quick Response ] MOOC Learning Exams
• Modular Design for Customization ] Google – Ara
How Bell Labs creates star performers : Robert Kelley and Janet Caplan,
Harvard Business Review (July-August 1993)

16. High performance know workers?
• Experiential Learning
– Tinker
– Explore a lot of careers
– Master new domains,
– Take Risks
– Hands On - on the ground approach
• Invest in personal networks
– Personal connections, follow through, Proactive reciprocate,
• Juggle information and priorities

17. Physical Work Environment
Study with Sue Cantrell Accenture
KW prefer closed offices but
communicate better in open ones!
KW collaborate and need to concentrate

18. Richard Florida
Rise of the Creative Class [ CMU Prof]
Geo concentration of talent.. how does it
happen?

19. Pharmacia
Explains that a lot of the experiments in
workspace management havent gotten
too far

20. The work setting Matrix
degree of segmentation of Work VS
degree of individual choice [3X3]

21. Managing Know Workers

22. Henry Ford
"What i want is a pair of hands to do..
unfortunately i have to take them with
a person attached"

23. TIM Malone MIT
Knowledge worker guilds
Emerging like a community concept

24. Systemic controls of management
To foster knowledge work
A Mckinsey [7S] like Framework?

25. 4 Forces of Systematic Controls
 recruitment and sourcing
 environment and workspace
 structure and organization
 managerial hygiene

26. managerial hygiene … in detail
• Align to company objectives
• Redesign and improve work
• Cognitive Dissonance
– brokering and learning from dissent
• Harnessing good intent
• enabling boundary spanning
• Facilitation - Hot groups
• Facilitating social networks