Published on March 12, 2014
www.km-‐me.com info@km-‐me.com 1 1 ““Personal Knowledge Mgmt”” The Secret for KM Success 3 Rebuild Leprosarium, destroyed by Viet Cong. Hospital Wing with Lt Hue Danang Orphanage Memorable Experience: K Nuggets Story could be about you. Promoting KM
www.km-‐me.com info@km-‐me.com 2 At first, unclear. ““Personal Knowledge Mgmt”” The Secret for KM Success Situation: Transformation already underway. Complication: Will cause much workplace disruption. Resolution: Personal KM (overlooked component of KM) Outline Before -‐ Knowledge about Projects During -‐ Knowledge in Projects A�er -‐ Knowledge from Projects 3. Process Management “$85 Million Annual Savings” Substantial savings from a low-cost investment Knowledge-intensive Activities (Continues…) Organizations are run based on their Processes An efficient Organization understands that it is Process oriented Performance Improvement comes from focusing on those Processes and making them more adaptable, efficient, agile, etc. – “in the Knowledge Age” Early Process KBases: US DoD, 1994 “If you don’t know what you’re doing as a process, you don’t know what you’re doing.” W. Edwards Deming TThhee SSiittuuaattiioonn:: Transformation already underway 9 Drucker – On Transformation* “Every few hundred years in Western history there occurs a sharp transformation.” “…few short decades, society rearranges itself…Fifty years later…a new world. …We are currently living through just such a transformation.” * Post-‐Capitalist Society, Market Capitalization and Average Age of the Largest Industrial Companies Tech/Non-Trad’’l Ind’’l Firms Apple - $478 (1) - 1976 Google - $328 (3) - 1998 Microsoft - $311 (4) - 1975 Total: $1,117 Founded (average age): 1984 (31 yrs old) Traditional Industrial Firms Exxon-Mobil - $398 (2) - 1882 Johnson&John - $261 (5) - 1886 General Electric - $257 (6) - 1892 Total: $916 (82%) Founded (average age): 1876 (117 yrs old) Organiza�on for Economic Coopera�on & Development * * Produc�vity growth: 42 major economies – Conference Bd. 1950-‐60 1960-‐70 1970-‐80 1980-‐90 1990-‐2000 2000-‐2003 2020 5% 4% 3% 2% 1% 0% Percentage annual average growth
www.km-‐me.com info@km-‐me.com 3 From Industrial-‐Age conveyer belts to … Post-‐Industrial Robo�cs Post-‐Industrial Robo�cs General Purpose Robo�cs Before -‐ Knowledge about Projects During -‐ Knowledge in Projects A�er -‐ Knowledge from Projects 3. Process Management “$85 Million Annual Savings” Substantial savings from a low-cost investment Knowledge-intensive Activities (Continues…) Organizations are run based on their Processes An efficient Organization understands that it is Process oriented Performance Improvement comes from focusing on those Processes and making them more adaptable, efficient, agile, etc. – “in the Knowledge Age” Early Process KBases: US DoD, 1994 “If you don’t know what you’re doing as a process, you don’t know what you’re doing.” W. Edwards Deming TThhee CCoommpplliiccaattiioonn:: Transformation will cause much workplace disruption. 18 12 DisruptiveTechnologiesThat Are ChangingThe World Clearly 5 Top The Rest Automation of K Work Advanced Robotics – Automation of Industrial Work (McKinsey-2013)
www.km-‐me.com info@km-‐me.com 4 1. Mobile Internet 2. Automa�on of K Work 3. Internet of Things 4. Cloud technology 5. Advanced Robo�cs 6. Autonomous Vehicles 7. Next Gen Genomics 8. Energy Storage 9. 3D Prin�ng 10. Advanced materials 11. Adv Oil/Gas Explora�on/ Recovery 12. Renewable Energy 12 Disrup�ve Technologies – Changing the World Technology Aﬀects Changes nature of work Changes organiz’’l structures Drives econ growth/produc�vity Changes nat’l compara�ve advantage Employment Changes nature of work Changes quality of life Creates new products/services Drives econ growth/produc�vity Changes nat’l compara�ve advantage Employment Two Key Transforma�on Drivers McKinsey's Global Ins�tute: “Disrup�ve Technologies: Advances that will Transform Life, Business and the Global Economy, 2013. Powerful Industrial Age Examples Two Drivers of Post-‐Industrial, K Age Poten�al One Warehouse Robot = 1.5 laborers What about General-Purpose Robots? Robot Cost/Hr ($) What do you think is the present, average cost per hour (USD) for a general, mul�-‐purpose robot, which is able to replicate most human (assembly-‐line) labor func�ons? a) $25 b) $20 c) $15 d) $10 e) $5 Hint: US labor costs range from $13 to $27. Powerful Industrial Age Examples Two Drivers of Post-‐Industrial, K Age Poten�al Implica�ons? $22,000 cost = $3.40/ hr. Modern, post-industrial robots are already competitive with cheap labor costs in developing countries. What about service work? Customer Delivery by Drone Dominoes Pizza - UK Amazon Packages – US (trials) What about service work? Construction Disruptive Technology: Robots – Automation of most Industrial Work
www.km-‐me.com info@km-‐me.com 5 Computeriza�on to Replace Jobs? According to a 2013 Oxford University study on job replacement by Computeriza�on, what are the top jobs, of 702 categories, that risk replacement? 1. Telemarketers 2. Title examiners, abstractors and searchers 3. Mathema�cal technicians 4. Insurance underwriters 5. Cargo and freight agents 6. Tax preparers 7. New Accounts clerks 8. Library technicians 9. Insurance claims and policy processing clerks 10. Brokerage clerks 11. Order clerks 12. Loan oﬃcers 13. Insurance appraisers (auto damage) 14. Umpires, referees and other sports oﬃcials “FUTURE OF EMPLOYMENT: HOW SUSCEPTIBLE ARE JOBS TO COMPUTERISATION?” All these jobs are at high risk (98 – 99%) of replacement! Complication Conclusion: In 2 – 3 generations, most all industrial and much existing knowledge and service work – Replaced by robots and computerization. Formal Organiza�onal Structure Evolu�on Ind’’l Age (Mid 1900s) Span of Control: Depth: 5 10 Organiza�onal Structures – K Age (2000s) Span of Control: 10 Depth: 5 Implica�ons: Managers – From managing the performance of the line (early 1900s), then people (late 1900s), to managing applica�on/performance of Knowledge by KWers (2000s). K Workers – From close supervision to autonomy, personal purpose and mastery (untapped human poten�al). Not Just Span vs. Depth, but Networks Implica�ons: For tradi�onal career tracks, behavioral skills will become cri�cal. Before -‐ Knowledge about Projects During -‐ Knowledge in Projects A�er -‐ Knowledge from Projects 3. Process Management “$85 Million Annual Savings” Substantial savings from a low-cost investment Knowledge-intensive Activities (Continues…) Organizations are run based on their Processes An efficient Organization understands that it is Process oriented Performance Improvement comes from focusing on those Processes and making them more adaptable, efficient, agile, etc. – “in the Knowledge Age” Early Process KBases: US DoD, 1994 “If you don’t know what you’re doing as a process, you don’t know what you’re doing.” W. Edwards Deming TThhee RReessoolluuttiioonn:: Personal Knowledge Management 31
www.km-‐me.com info@km-‐me.com 6 Robots to Replace Jobs – Way Forward Research Says: 1. Robots can’t do ‘creative’ and ‘social’ skills. 2. Low-skilled workers – must be reallocated. 3. To win – humans must acquire creative/social skills, become Personal K Managers. Definitions: Personal K Management (PKMgmt) – a major KM Initiative, run by the KM Team. Personal K Manager (PKM)™ – a designation for K-Age achievers, who are not on KM Team. Some Key PKM™ Asser�ons Humans have notoriously underestimated their own physical potential – think 1950s four- minute mile (1999 – 3:43). We are only just beginning to realize our untapped intellectual potential Mastery and Engagement. Key drivers: Mindsets, Motivation, PKMer Strengths, with resultant Passion. Result: Deliver substantial organizational performance improvement thru the personal excellence and engagement of Personal Knowledge Managers (PKM)™ Key Drivers for Personal K Management (PKMgmt) and Personal K Managers (PKMers)™ Emerging Neuroscience Advances in research psychology Changes in business structure, nature of K-Age work Result: PKMer Autonomy, Mastery, Passion. Opportunity: untapped human potential The Amazing Brain Modern neuro-‐ and cogni�ve-‐science, and research psychology have uncovered many insights about brain func�on that can inform the post-‐industrial, K Age, especially at the K Worker level. Anatomy of the Brain – Quick Primer Basis for K Age understanding about Learning/Human Poten�al Func�onal MRI (fMRI) – Measures brain ac�vity by detec�ng associated changes in blood ﬂow. This technique relies on the fact that cerebral blood ﬂow and neuronal ac�va�on are coupled. Now know what diﬀerent parts of brain do what – e.g., linear, analy�cal work vs. metaphorical, crea�ve work; introvert vs. extrovert traits, etc. Brain Technology – Quick Primer K Age understanding of Brain uncovered by Technology
www.km-‐me.com info@km-‐me.com 7 The Amazing Brain – Quick Primer Some Examples of Human Intellectual Poten�al (4 min mile) Ability to recall Everything? What % recall? Two weeks old! Non-‐Nutri�ve Sucker (aka ‘paciﬁer’), as remote controller. What age? Superior Autobiographical Recall (SAR) Pre-‐Natal Recall? EEG -‐ Recall of last trimester. (Nov, 2013.) Career Life Cycle First ‘Technical’ Job Supervisory/Mgmt Jobs Re�rement Technical – Hard Skills (Techne – Discipline/Specialty) Behavioral Skills – So� Skills (Interpersonal, Mgmt, Leadership) * Skills & Competencies K-‐Age Poten�al – Mastery & Engagement (Mindset, Mo�va�on, Passion) Role* Untapped K-‐Age Poten�al (Tradi�onal Management Track) Personal K Manager (PKM)™ Career Life Cycle Final Reflections Disturbing trends – robots, computerization – major workplace transformation. KM not a tool – it’s a discipline, enabling transformation. Must shephard Personal Knowledge Managers (PKM)™, who will be an essential key to success. Today’s PKM Journey As we close, here’s some key points for reflection: Situation: Some points made have been interesting, but also quite disturbing. World is transforming – robots and computerization are disruptive technologies. Complication: Robots to replace industrial jobs, computerization to replace non-industrial jobs. What are humans going to do? Resolution: ‘‘Untapped Human Potential’’. Don’t just take my word for it. Your KM focus must shift from just traditional KM – Portals, CoPs, etc., to focus on PKMers and untapped human potential in the post-industrial, Knowledge Age. Most Important: How are you going to leverage untapped human potential? ““Personal Knowledge Mgmt”” The Secret for KM Success email@example.com Robotics/Computerization – totally disrupting the world. 60% of the best jobs in the next ten years haven’t even been invented yet. No longer linear, careers will be fragmented, specialized, collaborative, ever evolving, portfolio of micro-careers. ““One More Thing You Need to Know”” A Metaphor for PKM™ Based on two decades of extensive Gallup Organization research. See book: “The One Thing You Need to Know”, by Marcus Buckingham, 2005.
www.km-‐me.com info@km-‐me.com 8
KMI Chairman Douglas Weidner to be Featured Speaker at "KM Middle East 2014" - the new conference for KM Professionals in the Middle East and beyond
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