Harvard Business Review on Knowledge Management

1. Harvard Business Review onKnowledge Management Luis Barreda D. Sean McBride Deepika Nim Jagadish Ramamurthy James Sanford

2. The Coming of the New Organization by Peter F. Drucker, January 1988 • The Knowledge-Creating Company • by Ikujiro Nonaka, December 1991 • Building a Learning Organization • by David A. Garvin, August 1993

3. The Coming of the New Organization Peter F. Drucker (1909-2005) Born in Vienna, Austria Received Doctorate in International Law in Germany Moved to England then to the United States when Nazis came to power in Germany Management professor from 1950-2002 Author of 39 books Awarded Presidential Medal of Freedom by President George W. Bush on July 9, 2002

4. Evolution to Information Based Organizations: Before 1895 – Owner Based

5. Evolution to Information Based Organizations: 1905-1925 – Professional Management

6. Evolution to Information Based Organizations: 1925 – Command and Control

7. Evolution to Information Based Organizations: Information Based Organization

8. Information-Based Organization Management Problems • Developing rewards, recognition, and career opportunities for specialists: • Generally specialists’ career opportunities lie within the specialty. There are few management • positions available in I.B. Organizations so they are more likely to go to another company that • needs their specialization. 2. Creating unified vision in an organization of specialists: A business needs a view of the whole and a focus on the whole to be shared among a great many of its professional specialists. It will have to foster the pride and professionalism of its specialists.

9. Information-Based Organization Management Problems • 3.Devising the management structure for an organization of task forces: • The information-based organization will use self governing units that are assigned tasks. • This creates a problem of who the business managers will be. Task force leaders? • Administrative leaders? • Is it an assignment or a position? Does it carry any rank? • Might the task force leader eventually replace department heads or vice presidents? • This would give rise to yet another organizational structure. 4.Creating unified vision in an organization of specialists: The toughest problem. With the removal of many middle management positions, where will top executives come from? Top management jobs will be filled by hiring them from other companies. Management Careers.

10. Chapter 1 - Discussion • Author had foresight • Published in January 1988 • Before the Internet Age • What current trends match Drucker’s predictions? • Dependency on employee self-discipline • Teamwork featuring cross-functionality

11. Chapter 2 – The Knowledge Creating Company By: IkujiroNonaka

12. IkujiroNonaka • Xerox Professor of Knowledge at the Haas School of Business, UC Berkeley • Professor at the Graduate School of International Corporate Strategy at Hitotsubashi University in Tokyo • With co-author Hirotaka Takeuchi, Professor Nonaka wrote The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation (Oxford: 1995), which was awarded the "Best Book of the Year in Business and Management" by the Association of American Publishers Professional and Scholarly Publishing Division

13. Knowledge

14. Western Misconception of Knowledge

15. Japanese Understanding of Knowledge

16. Knowledge Revisited

17. The Knowledge Spiral Source: http://www.psicopolis.com

18. The Bread Maker Example

19. Figurative Language and Symbolism

20. Types of Figurative Language

21. Real World Example for a Metaphor -- Honda Theory of Automobile Evolution Let’s Gamble Tall Boy Man-maximum, Machine-minimum

22. The “Tall Boy” – Honda City 1981

23. Real World Example for a Analogy-- Canon

24. Application of the Concept of Model • The quality standards for the bread at the Osaka International Hotel lead Matsushita develop the right product specs for its home bread maker • The image of a sphere lead Honda to its “Tall Boy” product concept

25. The “HOW” of the Knowledge-Creating Company

26. Building Redundancy

27. Organizational Roles

28. Umbrella Concepts • Grand concepts that identify the common features linking seemingly disparate activities or businesses into a coherent whole • SHARP –  dedication to optoelectronics • NEC –  categorization of the company’s knowledge-base into C&C   (“computers & communication”) • KAO –  “surface active science”, referring to techniques for coating the surface area of materials.

29. Qualitative Criteria for Justification • Does the idea embody the company’s vision? • Is it an expression of top management’s aspirations and strategic goals? • Does it have potential to build the company’s organizational knowledge network?  

30. Chapter 2 - Discussion • Keys: creativity, subjectivity • Employees’ knowledge as unquantifiable asset • People at the center of learning, growth • Is this concept foreign to the West? • Some Western companies suggest not • How important are the numbers?

31. Building a Learning Organization By David A. Garvin

32. David A. Garvin • Professor of Business Administration at the Harvard Business School. He joined the Business School faculty in 1979 and has since then taught courses in leadership, general management, and operations in the MBA and Advanced Management programs • He is especially interested in organizational learning, business and management processes, and the design and leadership of large, complex organizations

33. What Is a Learning Organization? A learning organization is an organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights.

34. Critical Issues

35. Measuring Learning

36. Building Blocks

37. Xerox’s Problem-Solving Process

38. Organizational Learning Stages

39. First Steps

40. Stages of Knowledge

41. Chapter 3 - Discussion • Sharply contrasts with Nonaka’s position • Nonaka: greatest value is immeasurable • Garvin: value must be measurable to count • Which position holds truer? Is culture relevant? • What gives learning companies success? • Attention to Garvin’s 5 points? • Or employees’ creative knowledge?

42. Harvard Business Review onKnowledge Management Luis Barreda D. Sean McBride Deepika Nim Jagadish Ramamurthy James Sanford