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Innovation & Knowledge

Management

Dr. Siddhan

Clariant - Colour-Chem Ltd.Thane

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Why this topi when we tal! o"

Challenges to Indian M#Cs $

I" we don%t manage reativity and

innovation in the areas o"Intelletual property tehnology

& distri'ution India will 'e

hallenged in the mar!et plae

 

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( great wind is 'lowing and

that gives you either

imagination or a headahe.

Catherine II )the *reat+

,mpress o" ussia

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Knowledge Management

definitions♦ ( multi-disiplined approah to ahieving organisational

o'etives 'y ma!ing the 'est use o" !nowledge

♦ The systemati proesses 'y whih !nowledge needed"or an organisation to sueed is reated apturedshared and leveraged

♦ The art o" reating ommerial value "rom intangi'leassets

 

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Innovation

♦ I am onvined that i" the rate o" hange inside the

institution is less that the rate o" hange outside

the end is in sight. The only /uestion is timing o"

the end.0a! Welh *,.

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What is Innovation$

♦ Innovation means renewal or alter 

♦1rere/uisite "or innovation is the

dissatis"ation with the urrent status and an

in/uisitive mind

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De"ining Innovation Creativity &

Intelligene

♦ Innovation is using an e2isting idea "or a

laterally di""erent purpose or appliation

♦Creativity is doing things that has not 'een

done 'e"ore

♦ Intelligene is the a'ility to learn and thin! 

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Demonstrated reativity e2amples

♦ *eorge de Mestral3s o'servation o" howo!le'urs attah to lothingleading toinvent the hoo!-and-loop "astener !nown as

4elro5

♦ (rt 6ry3s development o" 1ost-It5 remova'lenotes at 7M Corporation in 89:; Dr. Spener

Silver another 7M sientist had developed a polymer adhesive that "ormed mirosopi spheresinstead o" a uni"orm oating and thus was a pooradhesive that too! year  s to set

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Managing Creativity

♦

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Managing Creativity

♦ Instead o" as!ing "or one solution re/uire the (students to give two di""erent methods o" solving one pro'lem. ,nourage students to "ind reative solutionsinstead o" prosai solutions.

♦ *ive pro'lems that are unreasona'ly di""iult to answerorretly and have the students "ind a roughappro2imation.

♦ *ive students pro'lems without ade/uate in"ormation>let them go to the li'rary and "ind the in"ormation that

they need.♦ *ive more pro'lems that as! the student to design a

iruit interpret data design a method o" doing ane2periment ...

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Managing Creativity

♦ (ssign term papers that re/uire reading "rom multiplesoures ma!ing a reative synthesis o" thein"ormation and "inding ontraditions orinonsistenies in authoritative pu'lished wor!s.

♦ ?asionally assign e2erises that show an inorretsolution to a pro'lem )e.g. omputer program thatontains at least one 'ug eletroni iruit that willnot "untion properly+ and have the students "ind thede"et and suggest a orretion.

♦ (ssign la'oratory e2periments that allow students"reedom to hoose tehni/ues+ and topis.

♦ (rrange or ompose musi not merely playing musi.

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Intelligene

♦Synthetic intelligence. The a'ility toom'ine e2isting in"ormation in a newway.

♦Analytic intelligence. The a'ility todistinguish 'etween new ideas that have

 potential and new ideas that are notworth "urther wor!. This a'ility isessential to an e""etive alloation o"resoures 'y evaluating the /uality o"

new ideas.

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What are innovation drivers$

 

Innovations

Market Pull

TechnologyPush

Societydemand

Main focus: Innovations

based on own technologies

and on market knowledge

Main focus: Innovation trends

backed by governmental funds

and regulations

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What innovation model to 'e used$

 

 – New business opportunities – Multidisciplinary R&D proects – !tart up proects

 – I" !trategy

 – I" #actics

Innovation &

R&D Strategy

R&D Knowledge

Management

New Business

Develoment

Intellectual

Proerty

 – #echnology teams – $ooperations %niversities' Institutes(

 – Innovation )orum – "eople e*change – I# !ystems R&D

 – Innovation and R&D strategy – !trategic areas and technologies

 – Innovation pipeline – New technologies

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Thin!ing provides

!nowledge Knowledge

ma!es you great.

Dr. (10 ('dul Kalam

@onora'le 1resident o" India"rom annual address at Saurashtra Aniversity a!ot *uarat

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What is Knowledge$

♦,2pliit = an 'e odi"iedB 'oo!s reports ournals memos douments

♦Tait = !now-how typially unwritten = ,2perienes and e2pertise gained over time

 = Insights and o'servations resulting "rom

disussion and olla'oration = ?"ten most valua'le 'eause di""iult "or

ompetition to repliate

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Knowledge is more than

!nowingKnowledge develops li!e a pyramidB

DataDataIn"ormationIn"ormation

KnowledgeKnowledge

WisdomWisdom

aw & isolated "ats

?rganiEed "ats simple rules

Conepts algorithm

Strategy heurisitis

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Knowledge is more than

!nowing?verload F #oiseB

♦Gusiness wor!ers are "looded with data and

drowning in in"ormation♦4olume o" tehnial literature is overwhelming

♦To read one year o" hemistry pu'liation will

ta!e :HH yrs.♦Giomedial literature will ta!e HH yrs.

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Knowledge is more than

!nowing♦Where is the wisdom we have lost in!nowledge$

♦Where is the !nowledge we have lost inin"ormation$

♦Where is the in"ormation lost in data$

TS ,liot in his poem The o!

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Knowledge is more than

!nowing?verloaded !nowledge wor!ers su""erB

♦@al" o" managers an%t ope with data they

reeive♦Two thirds said they needed high levels o"

in"ormation 'ut 'elieved in"o was underutiliEed

♦

Ca. JH "elt that a/uiring in"ormation detrated"rom their main o' responsi'ilities

♦In"ormation overload lessened o' satis"ation

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Knowledge is more than

!nowing,2pliit and tait !nowledgeB

♦1hysis student an write e/uation o" a 'all propelled in spae and its traetory - this ise2pliit !nowledge

♦Gas!et 'all player !nows how to propelinto the hoop - this is tait !nowledge -e2periene s!ill & musle memory

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Knowledge is more than

!nowing,""etive !nowledge managementB

♦Deals with 'oth e2pliit and tait!nowledge

♦While e2pliit !nowledge is opied tait!nowledge is not

♦1re"er tait !nowledge 'ased proets "orsustained suess

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Knowledge is more than

!nowingWho do you hire$

♦Wor!er who !nows how to operate a mahine 'ut

does pi! up new s!ills$

♦?ne who !nows how to learn independently 'utnot "amiliar with the mahine$

our 'rand o" mahine will hange S!ills are easier to a/uire than attitude

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Knowledge is more than

!nowing(nother way to loo! at KM

♦@ow group o" people ma!e themselves

olletively smarter 

♦While training eduates individuals KM

eduates the entire organiEation

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Knowledge is more than

!nowing,arly !nowledge management system

♦Geehive - every spring day hundreds o"

 'ees sortie "orth in /uest o" honey. ?ne o"

the emissaries loates a promising pat he

"lies 'a! and does a ig = uni/ue N "igure

dane. This angle o" "igure N tells rest wherethe path o" "lowers are

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The ole o" Knowledge

The reation di""usion and use o"

!nowledge have 'eome the vital

ingredient in eonomi growth and

hange. The innovation-driven

eonomy 'uilds upon these

 proesses. )?,CD HH+

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1. Connectivity is the issue - sharing of info &

knowledge will follow

2. t!s a "solution# - must $e good for our %ro$lems

. '$i(uity) access) any time) any %lace is always

needed

*. t!s availa$le) need it

+. ,e can talk KM with no reference to

organiational issues

knowledge managementknowledge management

mythologymythology

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4rganiational conditions for KM4rganiational conditions for KM

♦Trust

♦Con"idene

♦Credi'ility

♦Diret onnetion !nowledge

a/uisitionOsharing - reward

♦ pro"essionals F am'assadors or 'osses

♦Systems support

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Why manage !nowledge

♦,na'les e""etive and timely deision-

ma!ing

♦6osters reativity & innovation

♦,nhanes ommuniation

♦Supports ulture o" learning ustomer-

"ous and moving "rom good to 'est

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The Tait Knowledge 1ro'lem

♦Unique properties of Knowledge

♦Access to people and their ideas, and

expertise

♦Not all knowledge easily codified

♦Trust 

♦Community context ♦Peer rating feedack also important

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Managing !nowledge

‘Knowledge has become the key tosuccess, it is simply to valuable aresource to be left to chance’ (Wenger)

Knowledge management (KM) is

‘! trans"disciplinary approach to

improving organisational outcomesand learning, through ma#imisingthe use of knowledge’

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Critical Conce%ts for KM

,hat!s to Manage9

♦?rganisational in"ormation

♦?rganisational !nowledge

♦Individual !nowledge

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( KM interpretation

$ %ecogni&ing the value of knowledge indecision making and innovation

$ 'eveloping a culture of challenge e#istingbeliefs and ‘ways of doing’

$ mbracing new knowledge "use thespeciali&ed knowledge of e#perts

$ ooking for patterns and trends ininformation and processes

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looking at key elements

P  people

P  proessesP tehnology

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,stablish effective information capture and

management systems & processes

The KM Journey - the Fivefold Way

♦ Identi"yOmap organisational & individual !nowledge

apa'ilities = your !nowledge asset register 

♦ Codi"y !nowledge where possi'le 'ut don%t disard non-

odi"ia'le )tait+ omponents

 

♦ #ourish a ulture that supports and rewards !nowledge sharing

♦ 1romote individual !nowledge development

  A?@ A

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Intelletual 1roperty

♦!teady "rowth in patents and trademarks♦#icensing $P as part of smart $ntellectual Asset %anagement♦Case &xample' (et)*com ( recently acquired by Scipher)

httpBOOwww.european-patent-o""ie.orgOtwsOtsrQIHHHO78demand.htm

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,hat are the challenges9

P attaining understanding & ommitment

P developing trust aross the organisation

P addressing the people and ultural issues

Pnot allowing tehnology to ditate KMP have a spei"i 'usiness goal "or KM

P /uanti"y the up-"ront and in-servie osts and 'ene"its

P measuring per"ormane

P onsidering regulatory re/uirements 'est pratiesguidelines

P leadership

P integrating KM aross the organisation

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Introdution

♦Innovation is more than a good idea

♦It is the proess that ta!es a good idea

improves it and implements it.

 = 3ur%ose

 = Commitment

 = A$ility

 = Su%%ort

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(re we open to new ideas$

Is your ompany open and reeptive to new ideas$What happens when someone omes up with an

idea$

What sort o" reation do new ideas get "orm therest o" the organisation$

We tried all that 'e"ore It is too e2pensiveRR

Let us see some "amous impulsive remar!s

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6amous emar!s

♦ ?n the MirohipB:ut what is it good for9#

,ngineer at (dvaned Computing Systems Division o"

IGM 165

♦ >ome 3CD

";here is no reason anyone would want a com%uter

in their home#

Ken ?lsen 1resident Chairman and 6ounder o" Digital

,/uipment Corp) 16//

♦ Memory

" *8K is ought to $e enough for any$ody#

Gill *ates 89N8

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6amous emar!s

♦ TelephoneB";his tele%hone has too many shortcomings to $eseriously considered as a means of communication. ;hisdevice is inherently of no value to us#

Western AnionInternal memo

♦ adio

The wireless musi 'o2 has no imagina'le ommerialvalue. Who would pay "or a message sent to no'ody in

 partiular

David Sarno""%s assoiates in response to his urgings "orinvestments in the adio in the 89H%s

♦ Tal!ing 1itures

Who the hell wants to hear the ators tal!$

@M Warner Warner Grothers89:

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6amous emar!s♦

GeatlesWe don%t li!e their sound and guitar musi is on their wayout.

Dea eording Corporation reeting Geatles 89

♦ (irplanes

@eavier-than-air 6lying mahines are impossi'le

Lord Kelvin 1resident oyal Soiety 8N9J

(irplanes are interesting toys 'ut o" no military value

Marehal 6erdinand 6oh 1ro"essor o" Strategy ,ole

Superieure de *uerre♦ ?il

Drill "or ?il $ ou mean drill into the ground to try and "indoil$ ou%re raEy

Drillers whom ,dwin L Dra!e tried to enlist to his proet

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*etting Innovation started

♦ Innovation is li!e uggling. The organisation needs to"ous on purpose ommitment ideas and support

♦ Most ompanies are not short o" ideas. What they la!

is the ommitment o" others the weight re/uired to

overome the o'stales♦ Innovation needs people who thin! in di""erent ways

♦ 1eople who are good at pro'lem solving and analysis

♦ 1eople who are apa'le o" "ollowing hunhes and

onvert them into ideas♦ 1eople who are apa'le o" implementing them

Innovation will "ail i" it is le"t to a reative "ew

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Tools o" the Trade-,2ploring

♦ Grainstorming

 = Gest in groups

 = *et the ma2imum num'er 

 = Do not evaluate ideas 'e"ore the session "inishes

 = Clearly stated pro'lem

 = ?ne person to ot the ideas

♦ Mi2ing Metaphors

 = @ave something in mind that you want ideas a'out

 = 1i! an o'et to use as a metaphor 

 = List all harateristis o" the o'et

 = Stop and thin! a'out eah harateristi

 =  I" they give any ideas list them

 = Ase another o'et i" you want more ideas

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(ting the Idea proess

♦ Seleting the ideas with the greatest potential

♦ Developing them "urther and modi"ying them

♦ Geing very lear a'out the "inal shape and what it will

loo! li!e

♦ Well-thought-through 1lan "or turning the idea into

reality

Wal!ing Ga!

8. 0ust imagine

. Ta!e one step 'a!wards

7. Keep wal!ing 'a!wards or ath it 'y the tail

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Support

♦ Is the !ey to suess o" innovation♦ ,2ampleB standing in a an eletion

 =  Ti!et media ampaigns promotional material

"undraising shemes volunteers "rom the party

It is only people you !now who will support your ideas

n 3olitics) the $est candidate does not always win)

$ut the $est su%%orted candidate

,hat we should we sto%) what we should start and

what we should continue to do to foster innovation

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Support

♦ Improve ompany memory =  Too many good ideas are lost 'e"ore they see the light o" the day

 =  We should !eep a reord o" the ideas. They may 'e "ull o" stu""

with little value 'ut some gems may 'e hidden

♦ *ive people time

♦ is! ta!ing a'ility to 'e "ostered

♦ 1eople should enoy the innovation proess

♦  #etwor!ing a'ility

 =  Ge good at remem'ering "aes and names

 =  Ma!e yoursel" availa'le to others =  (s! "or help "rom owor!ers and not managers

 =  Geome aware o" the in"ormal ommuniation hannels

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Cele'ration and ewards

♦ 1u'liity and ele'ration o" suess are !ey to promote

the innovation proess

♦ eognition is the !ey to motivate the people.

♦ (part "rom tangi'le rewards reognition is also a very

nie way o" reognition

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f everything is under controlyou are Eust not driving

fast enough

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