Transcript Unleashing A Culture of Innovation
LEVERAGING KNOWLEDGE TO UNLEASH A CULTURE OF INNOVATION THE ACT KNOWLEDGE MANAGEMENT FORUM 5TH ANNUAL CONFERENCE David Rymer, Director Know-How Minter Ellison October 2004
OUTLINE
• Why Emergence as a strategy? • Applying complexity • Organisational DNA • Cultural dynamics • Innovation • Implementation models • Work in progress
EMERGENT STRATEGY
Intended Strategy Deliberate Strategy Unrealised Strategy Realised Strategy Emergent Strategy Henry Mintzberg: The Rise & Fall of Strategic Planning
PROBABILITY
Definition:
• Probability = the % of time an outcome happens • Event = single occurrence • Outcome = result of an event • Implications: • Field multiple initiatives to mitigate potential delays/roadblocks • Select final solution late to manage risk/turbulence
APPLYING COMPLEXITY
Business Drivers
KNOW-HOW ARCHITECTURE
Know How Strategy (Emergent) Organisation (Facilitator) Infrastructure (Elements) Capability (Enabler) Know How Organisation (Innovations, Know-How Operations, Divisional KHC’s)
P & C Collaboration SNA Communities Content Precedents Library Stories Process Tran’s Maps Change Mgt PM Reviews Commercial Discipline Costing BI process Networks Champions Taxonomies Pipeline Fill Client work R & Recog’n
Technology Infrastructure (WCMS, databases, eRoom, SDX, e-work)
CULTURE
WHAT IS ORGANISATIONAL CULTURE?
Culture is:
• The way work is organised and experienced • How authority is exercised & distributed • How people feel rewarded, organised & controlled • Values and work orientation • Degree of formalisation, standardisation & control • Scope for individuality, risk-taking and initiative • Emphasis given to rules, procedures and results, • Team or individual work
FOUR BASES OF ORGANISATIONAL DNA
Most companies are dysfunctional!
MINTER ELLISON = PASSIVE AGGRESSIVE Neilson. Pasternack, and Mendes Booz Allen: strategy+business Winter 2003
CULTURAL DYNAMICS
Typical legal traits:
• Risk averse, change resistant • Revenue focused (billable hours) • Trained to deconstruct not create • Decisions often ambiguous & not communicated • Anti-managerial • 6 min blocks
LOUIS XIV SYNDROME
PLAY THEORY
Play Theory allows us to safely explore:
• Our physical environment to learn how new ideas and tools work.
• Social interactions and the spaces in between. (Reflecting on new experiences can help teams learn to adjust to an intervention.) • The new, the unfamiliar and the evolving without incurring performance penalties. In play, there are no REAL consequences
CHANGE IMPLICATIONS
From:
• Managing things • Single lawyer • My way • My team • Struggle to survive • “Can we”
To:
• Managing complexity • Team view • Standard portfolio • X functional team • Collaboration • “Should we”
INNOVATION
IDEAS ARE WILD...
Ideas demand:
• Anticipation • Boundary spanning • Probing for fit • Seeding experience • Pilots • Prototyping • Sense making • Transferring experience • Skunk works
APPRECIATIVE ENQUIRY
Discovery
Appreciating “the best of what is ”
Destiny
Sustaining “what will be”
Positive Topic Choice Design
Co-constructing “what should be”
Dream
Envisioning “what could be” (Ludema J.D., Cooperrider D.L. & Barrett F.J. 2001 in Reason P. & Bradbury H. (eds) Handbook of Action Research. Sage, London)
ITERATIVE APPROACH
OPENING UP TO NEW EXPERIENCES
OPENING UP TO NEW EXPERIENCES
Map
MBOT MANTRA
Build Operationalise
Transfer
PROGRESS REPORT
PROGRESS REPORT
Enablers include:
• Futures • Emergence • Champions & advocates • Self-organising teams • Physical environment • Strategic conversations • Storytelling • Collaboration • Social networks • Reward & recognition
Minters: ?
!!!
50% X X 25% 50% X X
PROGRESS REPORT
Enablers include:
• Mentoring & coaching • Implementation model • Search engine • Business process mapping & re-design • Change management • Environmental scanning • Taxonomies & thesauri • Workflow automation • Intranets • Document management
Minters:
75% 25%
50%
25%
“Better to light one candle than curse the darkness.”
Ken Wilber Futurist
QUESTIONS?
David Rymer, Director Know-How [email protected]