1 / 24

LEVERAGING KNOWLEDGE TO UNLEASH A CULTURE OF INNOVATION THE ACT KNOWLEDGE MANAGEMENT FORUM 5TH ANNUAL CONFERENCE

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

hashim
Download Presentation

LEVERAGING KNOWLEDGE TO UNLEASH A CULTURE OF INNOVATION THE ACT KNOWLEDGE MANAGEMENT FORUM 5TH ANNUAL CONFERENCE

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. LEVERAGING KNOWLEDGE TO UNLEASH A CULTURE OF INNOVATIONTHE ACT KNOWLEDGE MANAGEMENT FORUM5TH ANNUAL CONFERENCE David Rymer, Director Know-How Minter Ellison October 2004

  2. OUTLINE • Why Emergence as a strategy? • Applying complexity • Organisational DNA • Cultural dynamics • Innovation • Implementation models • Work in progress

  3. EMERGENT STRATEGY Intended Strategy Deliberate Strategy Unrealised Strategy Realised Strategy Emergent Strategy Henry Mintzberg: The Rise & Fall of Strategic Planning

  4. 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

  5. APPLYING COMPLEXITY

  6. KNOW-HOW ARCHITECTURE Know How Strategy (Emergent) Business Drivers Organisation (Facilitator) Know How Organisation (Innovations, Know-How Operations, Divisional KHC’s) P & C Collaboration SNA Communities Networks Champions Content Precedents Library Stories Taxonomies Client work Process Tran’s Maps Change Mgt PM Reviews Pipeline Fill R & Recog’n Commercial Discipline Costing BI process Infrastructure (Elements) Technology Infrastructure (WCMS, databases, eRoom, SDX, e-work) Capability (Enabler)

  7. CULTURE

  8. 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

  9. FOUR BASES OF ORGANISATIONAL DNA Most companies are dysfunctional! MINTER ELLISON = PASSIVE AGGRESSIVE Neilson. Pasternack, and Mendes Booz Allen: strategy+business Winter 2003

  10. 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

  11. 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

  12. CHANGE IMPLICATIONS To: • Managing complexity • Team view • Standard portfolio • X functional team • Collaboration • “Should we” From: • Managing things • Single lawyer • My way • My team • Struggle to survive • “Can we”

  13. INNOVATION

  14. IDEAS ARE WILD... Ideas demand: • Anticipation • Boundary spanning • Probing for fit • Seeding experience • Pilots • Prototyping • Sense making • Transferring experience • Skunk works

  15. APPRECIATIVE ENQUIRY Discovery Appreciating “the best of what is” Destiny Sustaining “what will be” Dream Envisioning “what could be” Positive Topic Choice Design Co-constructing “what should be” (Ludema J.D., Cooperrider D.L. & Barrett F.J. 2001 in Reason P. & Bradbury H. (eds) Handbook of Action Research. Sage, London)

  16. ITERATIVE APPROACH

  17. OPENING UP TO NEW EXPERIENCES

  18. OPENING UP TO NEW EXPERIENCES

  19. MBOT MANTRA Map Build Operationalise Transfer

  20. PROGRESS REPORT

  21. 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

  22. 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%  

  23. “Better to light one candle than curse the darkness.” Ken Wilber Futurist

  24. QUESTIONS? David Rymer, Director Know-How david.rymer@minterellison.com

More Related