Athens, 14 September 2007

1. Moving from traditional working methods to a culture of information sharing Luisa Arana Rueda Director - Training and Development Department Athens, 14 September 2007

2. The age of Knowledge Capital Capital Work Knowledge Work Knowledge Capital Knowledge Work Land Land AGRICULTURAL AGE INDUSTRIAL AGE Land AGE OF KNOWLEDGE

3. The age of Knowledge AGRICULTURAL AGE INDUSTRIAL AGE AGE OF KNOWLEDGE New customers New suppliers New competitors Market globalization Technological development New products Flexibility in Production lines Automation of works New services Amount of available information Product to be managed Foreign currency

4. The age of Knowledge Speed of changes in the environment Availability to access the information New products and services (continual innovation to meet such a competitive environment) Globalization of the economy (market without borders, new markets, new competitors) Learning faster than the competitors (intangible assets) = the only long-term sustainable competitive advantage.

5. New Corporate Culture Common behaviour pattern, followed by every person and group making up an organization, which favours: Finding, specifying, distributing Knowledge Applying knowledge Organizational learning* * The organizational learning is the process by which the organizations transform information into knowledge, spread it and exploit it to improve their innovative and competitive capacity

6. Corporate Culture Strategy Structure Systems Management style HHRR policy Environmental Requirements Values Beliefs Policies Principles Necessities Expectations Rules Ways of Results thinking feeling Behaviours Learning “Learned way of perceiving, thinking and feeling, sharing and transmitting” (Schein, 1984)

7. New Corporate Culture Based on Rules Based on Principles Vertical and hierarchical structure Horizontal, agile, dynamic structure Responsibility associated to the direction Shared responsibility Aversion to risk Tendency to assume risks Leadership based on hierarchy Leadership based on skills Limited internal communication Continuous and clear communication Individual management Participating management Limited distribution of information Broad distribution of information Retaining Knowledge Sharing and using knowledge Specific training plans Continuous learning policy Low cultural awareness Organizational culture receptive to the environment

8. New Corporate Culture Culture centred on the development and comfort of the person Knowledge Management Skills Management Satisfaction of people

9. Knowledge Management is a new management model which involves all the members of an organization, based on basics pillars such as: HHRR Management Information Management Use of ICT is generating knowledge, collecting, sharing and applying it to manage the organization with actions which generate added value and improve the efficiency in all its areas

10. Knowledge Management Objectives Improving the intellectual capital Aligning the motivation with the objectives and corporate success Creating a culture of improving and learning Transforming the individual knowledge into corporate competencies Emphasizing the role of the person as the engine of the INNOVATION

11. COMPANY Products and services COLLECTING REPRESENTING GENERATING PUBLISHING APPLYING INTERNALIZING Knowledge Management Knowledge Cycle

12. Skills -TO KNOW HOW TO- Knowledge -TO KNOW- Skills Management Definition Combination of Knowledge, Skills and Attitudes which, in different doses, result in behaviours which lead to the success of the work Attitudes -TO WANT AND TO BE ABLE TO- Behaviours/Conducts -COMPETENCIES- (way of acting and/or reacting) Successful fulfillment

13. Skills Management Development of people under the approach of Skills Management Catalogue of skills GAP Required skills Existing skills Development of Skills Plans

14. Satisfaction of people Organization and working environment Communication Changes, innovation and creativity Professional development and appreciation Resources assignment Personal fulfillment Listening to every group of interest Image of the organization in the society Worrying about people

15. Conclusions HHRR are the fundamental resources of the organizations, as they are bearers of knowledge, abilities, … which help the organization to hold a place, either favourable or not, in the market. The culture of the organization must facilitate sharing every kind of knowledge which implies achieving the objetives as effectively as possible.

16. Conclusions INNOVATION comes from knowledge KNOWLEDGE resides in people PEOPLE generate INNOVATION People and organizations KNOWLEDGEand LEARNING: DECISIVE FACTOR FOR COMPETITIVITY

17. Thanks for your attention Luisa Arana Rueda Director- Training and Development Department arana@iat.es C/ Leonardo da Vinci, 2 Isla de La Cartuja 41092 Sevilla España Tfno. 95 446 80 10 Fax: 95 446 04 07 http://www.iat.es