The Knowledge Process Knowledge Generation Build a knowledge base via Research, Adaptation Discovery, Experience Knowledge Need Use Knowledge Development Implement adjust Transform raw knowledge knowledge to meet into codified Principles Customers'Needs Practices Knowledge Transfer Produce Documentation People that will facilitate knowledge delivery Debbie Nightingale, MIT@ 2002
11 Debbie Nightingale, MIT © 2002 Knowledge Development Transform raw knowledge into codified Principles & Practices The Knowledge Process Knowledge Transfer Produce Documentation & People that will facilitate knowledge delivery Knowledge Generation Build a knowledge base via Research, Adaptation Discovery, Experience Knowledge Need & Use Implement & adjust knowledge to meet Customers’ Needs
Corporate Culture Change Organizational Traditional Shift in Aspect Practice Practice Authority Based on Position Based on Knowledge Decision Making Close to Top Where Action Is Employee Contribution Limit knowledge skills Enhance Information Closely Control Share Widely Rewards Individual preference Teamwork Status Highlight Differences Mute Differences Supervision Watchdog Resource SOURCE: MSB REPORT OF NATIONAL RESEARCH COUNCIL Debbie Nightingale, MIT@2002
12 Debbie Nightingale, MIT © 2002 Organizational Aspect Traditional Practice Shift in Practice Authority Based on Position Based on Knowledge Decision Making Close to Top Where Action Is Employee Contribution Limit knowledge & Skills Enhance Information Closely Control Share Widely Rewards Individual Preference Teamwork Status Highlight Differences Mute Differences Supervision Watchdog Resource SOURCE: MSB REPORT OF NATIONAL RESEARCH COUNCIL Corporate Culture Change
Responsive Practices Culture From To Teach Productivity Teach Innovation Creativity Teach the Need to Change Teach the Process of change Customer Satisfaction Society / Stakeholder Satisfaction My Standards and Metrics Our Standards and Metrics Debbie Nightingale, MIT@2002 Source: Next Generation Mfg, 1997
13 Debbie Nightingale, MIT © 2002 Responsive Practices & Culture Teach Productivity Teach the Need to Change Customer Satisfaction My Standards and Metrics Teach Innovation & Creativity Teach the Process of Change Society / Stakeholder Satisfaction Our Standards and Metrics From To Source: Next Generation Mfg., 1997
The Fundamental transition Stand Alone Equip Integrated Equip Systems Single Discipline Multi-discipline Employees Employees To make change happen means we must change the way we are and perceive we are measured Debbie Nightingale, MIT@ 2002
14 Debbie Nightingale, MIT © 2002 Stand Alone Equip Integrated Equip/ Systems Single Discipline Multi-discipline Employees Employees To make change happen means we must change the way we are and perceive we are measured. The Fundamental Transition
Making Change Happen Is Not Easy It must be remembered that there is nothing more difficult to plan, more doubtful of success, nor more dangerous to manage -than the creation of a new system For the initiator has the enmity of all who would profit by the preservation of the old and merely lukewarm defenders in those who would gain by the new Source: Machiavelli. The Prince. 1513 Debbie Nightingale, MIT@ 2002
15 Debbie Nightingale, MIT © 2002 Source: Machiavelli, The Prince, 1513. Making Change Happen Is Not Easy "It must be remembered that there is nothing more difficult to plan, more doubtful of success, nor more dangerous to manage - than the creation of a new system. For the initiator has the enmity of all who would profit by the preservation of the old and merely lukewarm defenders in those who would gain by the new