KNOWLEDGE MANAGEMENT AND INNOVATION | Dr Kondal Reddy Kandadi | TEDxUniversityofBolton

00:17:57
https://www.youtube.com/watch?v=DNUwZctwwhw

Summary

TLDRThe speaker emphasizes that one of the greatest innovations of humanity, the wheel, showcases the necessity for knowledge creation and application. Today, innovation requires structured knowledge management to be sustainable and effective. Recognizing the rapid pace of modern technological obsolescence, the need for continuous innovation is underscored. The importance of collaboration and the sharing of knowledge across people and organizations is highlighted as essential for creating new products. The speaker identifies culture, process, and infrastructure as key elements in fostering effective knowledge management. A supportive organizational culture encourages informal interaction and innovation, while systematic processes ensure learning from successes and failures. Infrastructure, including physical and technological tools, can enhance these processes when used wisely. Ultimately, the speaker suggests that despite advancements, humans remain central to the innovation process.

Takeaways

  • 🔄 Knowledge management is crucial for innovation.
  • 🚀 Innovation today evolves at a rapid pace.
  • 🏛️ Effective knowledge management requires culture, process, and infrastructure.
  • 🤝 Informal communication is key to innovation.
  • 📈 Organizations must adapt to swift technological changes.
  • 🎯 Learning from successes and failures is essential.
  • 💡 Technology should support, not replace, human decision-making.
  • 🏠 Physical spaces like water coolers enhance knowledge sharing.
  • 🤗 Appreciation boosts knowledge sharing more than monetary rewards.
  • 🌍 Collaboration across different entities enhances product development.

Timeline

  • 00:00:00 - 00:05:00

    The speaker discusses the importance of knowledge management in driving innovation, citing the wheel as a prime example of early human innovation. He argues that innovation now requires collaboration and systematic knowledge management. Unlike ancient times, today’s complex innovations involve numerous individuals and organizations, necessitating formal knowledge sharing. He emphasizes the rapid pace of technology making products obsolete quickly, adding urgency to innovate continually. Innovation is no longer just confined to R&D but involves customer interaction and problem-solving.

  • 00:05:00 - 00:10:00

    The speaker outlines three key components essential for effective knowledge management: culture, process, and infrastructure. He highlights the crucial role of a conducive organizational culture that fosters informal knowledge sharing. Formal meetings seldom birth innovation, which flourishes in informal settings like canteens or corridors. Providing recognition rather than incentives for knowledge sharing is more effective. He discusses the importance of capturing and learning from both successful and failed projects to sustain innovation.

  • 00:10:00 - 00:17:57

    Infrastructure in knowledge management is not just about technology but also physical spaces that facilitate informal interactions, like water coolers and cafes, crucial for sharing knowledge. He stresses that technology should be a tool to support decisions, not make them. Emphasizing human involvement, he argues that despite technological advancement, the core of innovation remains people-driven. Effective knowledge management intertwines culture, process, and infrastructure, enabling transformative innovation akin to the journey from inventing the wheel to today's advancements.

Mind Map

Video Q&A

  • What is considered one of the greatest innovations of mankind, according to the speaker?

    The speaker considers the wheel as one of the greatest innovations due to the knowledge creation and application it required.

  • Why is knowledge management important for innovation today?

    Knowledge management is important as it facilitates collaboration, sharing, and application of knowledge necessary for producing innovative products rapidly.

  • What are the core components of effective knowledge management?

    The core components are culture, process, and infrastructure.

  • How does organizational culture affect knowledge management?

    A flexible and open culture encourages informal networking and knowledge sharing, which are crucial for innovation.

  • What role do informal meetings play in innovation?

    Informal meetings and discussions allow for the exchange of ideas and solutions in a way formal meetings typically do not.

  • How should organizations handle success and failure regarding knowledge management?

    Organizations should capture stories of both success and failure to learn from them and improve future innovation efforts.

  • How does the speaker view the role of technology in decision-making?

    Technology should be seen as a tool to support decisions rather than the sole decision-maker.

  • Why are physical spaces like water coolers important for knowledge sharing?

    They facilitate informal interactions where a majority of an organization’s knowledge and innovation ideas are exchanged.

  • What is the significance of rewarding employees in knowledge management?

    Appreciation and acknowledgment of contributions are more important than monetary rewards for motivating knowledge sharing.

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  • 00:00:05
    [Applause]
  • 00:00:10
    today I thought today I thought I'll
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    focus on innovation but particularly how
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    knowledge management managing knowledge
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    of the people's how that helps
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    innovation may I ask in your view what
  • 00:00:34
    do you think is one of the four most
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    important innovations of mankind a lot
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    of people will say it's fire but fire
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    was already there and some people say
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    hunting tools but stones were already
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    there personally
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    I think one of the first or greatest
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    human innovations is the wheel because
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    it requires creation of knowledge and
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    application of that knowledge to
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    actually make a meal because we didn't
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    exist on the seashores or anywhere else
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    so somebody has to think about it about
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    the concept of wheel and actually in a
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    way dot and so on so I regard that as
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    one of the greatest and for the forced
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    innovations of mankind
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    people say it's about six thousand years
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    ago when humans started making wheels
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    we moved far from that and today our
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    innovations are it really really growing
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    at rapid pace
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    we got our gadgets we got televisions
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    forms watches and you know at the
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    foremost and probably you could say one
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    of the greatest human innovations now is
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    probably the International Space Station
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    okay we moved quite a bit from that to
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    actually here everything is great so
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    what about this knowledge management
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    stuff why do we need to do that now we
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    didn't needed to do knowledge management
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    then nobody has actually asked well go
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    to that website or look at the
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    concepts learn and then produce a meal
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    where do we need to do knowledge
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    management or anything like that now why
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    is it important the problem today is a
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    single individual cannot produce all of
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    these aspects
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    it requires collaboration not only
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    knowledge creation and application but
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    it requires knowledge creation sharing
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    that knowledge with other people other
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    organizations in many instances and then
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    applying it to innovate so that's quite
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    a lot and because it requires a number
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    of people and organizations to create
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    world-class products today organizations
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    whether it's universities Apple
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    Microsoft Merce these bands they require
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    to manage knowledge in a formal way in a
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    systematic way and that helps to these
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    organizations and people to produce
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    great stuff the another problem of today
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    is absolutions okay and a few years ago
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    probably until 1990s guys in research
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    and development teams somewhere locked
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    up in laboratories created ideas
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    produced stuff and then the products
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    came out the marketing and sales guys
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    went into the world to sell those
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    products for 5 10 15 20 years the same
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    product could you do that now the rate
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    of absolutions which is the products
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    going outdated in basic terms the rate
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    of absorptions in some of the technology
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    products now is about 5% per month
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    cumulative so within a year or two
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    whatever great product you produce
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    becomes obsolete and out-of-date and
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    ends up there ok so what does that mean
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    that means institutions companies needs
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    to produce new products in a wage on a
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    rapid pace continually that requires
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    knowledge creation on a continual basis
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    and that's quite important not only that
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    it's not just guys in R&D locked up in a
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    lab who produce new knowledge now it's
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    how you interact with your customers how
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    you solve problems
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    you identify new market patterns and a
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    number of things it's not just R&D
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    problem anymore just give you an example
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    when I was growing up in India for about
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    20 years though only one car was
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    available in the market one car just one
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    car one model ambassador it was called
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    for 20 years they sold the same model
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    car just one car in the whole Indian
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    market that's all I could remember now
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    there probably 300 in the market in
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    European markets it's quite high so the
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    markets have changed the requirements of
  • 00:05:07
    knowledge creation and therefore
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    innovation have changed and we need
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    knowledge creation at rapid rapid pace
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    organizing the human knowledge at in a
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    very systematic process and then
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    applying it to produce great stuff like
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    that so how do we do that how do we do
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    good knowledge management okay and I
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    have done about five or six years of
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    research work on how to do knowledge
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    management across a number of global
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    corporations in Germany India and United
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    Kingdom looking at how global large
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    organizations create share and apply
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    their knowledge and there were quite
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    interesting patterns the three key
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    elements that really helps knowledge
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    management there are three core
  • 00:06:01
    components and the three requirement the
  • 00:06:03
    core components obviously have been
  • 00:06:04
    saying create new knowledge share it and
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    apply it for the benefit of your
  • 00:06:09
    organization and yourself so what are
  • 00:06:12
    the three components that makes
  • 00:06:13
    knowledge management work one is culture
  • 00:06:18
    you need to get your organizational
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    culture right we'll go through what it
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    means because it's quite easy to say get
  • 00:06:25
    your culture right yeah but how do we do
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    that the second aspect in knowledge
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    management is process you need to get
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    your organizational processes right
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    and finally infrastructure when I say
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    infrastructure it's not just about
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    technology it's a
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    but physical and other infrastructure
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    that goes in so the three key aspects to
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    do great knowledge management and
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    therefore to innovate better is culture
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    process and infrastructure let's look at
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    culture a culture of a company or a
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    university or a charity or a country all
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    of these is quite critical
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    what kind of how do you treat your
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    people in your organization for example
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    if you say you know a couple of people
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    your coworkers are chatting in the
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    corridor and say what are you doing in
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    that country go back to your computer
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    screen go back to your office and go to
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    work if that kind of culture exists
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    forget it
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    knowledge management knowledge sharing
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    is not going to happen
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    why because you don't know what they're
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    discussing they may be discussing a
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    recent customer problem innovation is
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    not just about creating new products
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    innovation is how do you solve problems
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    in new ways how do you actually do
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    things in new ways and of course invent
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    new products so if you treat people like
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    that if you have a culture where there
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    is no flexibility there is no that
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    informal knowledge sharing flexibility
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    then it's a wrong culture so you need to
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    encourage people to develop those
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    informal networks to develop those
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    informal knowledge sharing attitudes
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    okay and out of the companies like I
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    have studied like Merce these bands
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    hewlett-packard or a key corporation
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    National Health Service every
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    organization I have studied during my
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    research work in knowledge management
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    everybody said only probably less than
  • 00:08:22
    1% of innovations happen in real formal
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    meetings have you ever come across a
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    meeting where end of a meeting yes we
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    invented this product through this
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    meeting it just doesn't happen like that
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    innovations happen in people networking
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    sharing the knowledge informally because
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    if you go to you know sharing a coffee
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    with the colleague unit canteen and says
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    I had this great problem today this
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    customer is pestering me to modify this
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    product and the design guy might say
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    while sharing the lunch well we could
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    actually change
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    that may be good for other customers as
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    well innovations happen like that all
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    the global corporations every one of
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    them said 90% or 99% of innovations
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    happen through informal knowledge
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    sharing so why do we force our people to
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    go and look into the computer screens
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    right
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    burying under the computer into the
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    computer screen doesn't create
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    innovation it's helpful of course you
  • 00:09:18
    need to do their two-day jobs but
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    organizations need to have culture where
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    it motivates people it gives the time
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    and flexibility for the people to
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    actually share knowledge and create
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    those new ideas through those informal
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    networks
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    that's quite critical and organizations
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    which don't do that will end up probably
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    like Nokia today where they were the
  • 00:09:40
    number one mobile phone company where
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    are they now
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    they're trying to produce you know
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    products from 20 years ago to make it
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    come back anyway so it's a culture
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    that's critical of course you need to
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    pay well but what you may not realize is
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    people don't share knowledge because you
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    pay them well a lot of research shows
  • 00:10:00
    that its appreciation its
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    acknowledgement of people's contribution
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    much more important than actually
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    rewarding for developing a new idea in
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    the initial days of knowledge management
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    a lot of companies do you know what they
  • 00:10:14
    did they said right we're going to do
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    knowledge management now guys this is
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    the early 2000 and so on and so forth
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    what we do is and let's collect all the
  • 00:10:23
    PowerPoint slides of the company let's
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    upload these ideas into the website we
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    have the company website and we'll give
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    you air miles for every presentation you
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    upload or we give you cash
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    if you upload this thing they actually
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    thought it would work and those were
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    ideas they came up with and then lot of
  • 00:10:40
    garbage went on to the knowledge portal
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    sort companies websites because it's
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    useless because there is no quality
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    control there is no and people who are
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    just uploading for the sake of it
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    because they will get a couple of air
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    miles what people realized as knowledge
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    management as a discipline matured is it
  • 00:10:59
    sees not the actual money it is not the
  • 00:11:04
    actual rewards it is
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    the praise it is acknowledgement
  • 00:11:08
    appreciation of people contributing
  • 00:11:10
    sharing the knowledge with others coming
  • 00:11:12
    up with new ways of doing things so that
  • 00:11:14
    where process comes from so you need to
  • 00:11:18
    have not only the right culture you know
  • 00:11:21
    where you actually do the flexibility
  • 00:11:23
    time provide good rewards recognition to
  • 00:11:25
    people but processes are also important
  • 00:11:28
    what do we mean by processes let's say
  • 00:11:30
    one of the big engineering firms just
  • 00:11:33
    finished a great project multi-million
  • 00:11:35
    dollar project went successfully and so
  • 00:11:38
    on another example another company
  • 00:11:41
    created a product that utterly failed
  • 00:11:42
    it's crashed in the market and so on
  • 00:11:45
    after those things happen you need to
  • 00:11:48
    learn from those whether it's success or
  • 00:11:49
    failure you need to learn from those and
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    your organization's need to have
  • 00:11:53
    processes to actually capture not
  • 00:11:57
    documenting every detail but you know
  • 00:11:59
    tell tell us the story Bob you develop
  • 00:12:01
    this product it's failed we know that
  • 00:12:02
    but tell us the story why it happened
  • 00:12:04
    and how it happened similarly success
  • 00:12:07
    stories captured both success and
  • 00:12:09
    failure stories and create the process
  • 00:12:11
    in such a way that whether it's a
  • 00:12:12
    project whether it's a and a great
  • 00:12:15
    product or failed product your
  • 00:12:17
    organization captures what went into it
  • 00:12:19
    and build those processes so that you
  • 00:12:22
    you create knowledge from that so that
  • 00:12:24
    people don't repeat the same mistakes or
  • 00:12:27
    people do good things that are learn
  • 00:12:29
    from good things that went wrong so
  • 00:12:31
    that's quite critical the process are
  • 00:12:33
    there infrastructure and again a pretty
  • 00:12:37
    good story here and one of my when we're
  • 00:12:41
    doing some research working knowledge
  • 00:12:42
    management and we studied an oil company
  • 00:12:45
    pretty global oil company who actually
  • 00:12:48
    thought again the computers knowledge
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    engineering approach where they wrote
  • 00:12:53
    programs they looked at oil exploration
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    patterns all the best practices that
  • 00:12:57
    went into oil exploration projects they
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    interviewed geophysics chemists and
  • 00:13:02
    everybody and they wrote very good
  • 00:13:04
    programs and you know developed a
  • 00:13:07
    software system and a computer so for
  • 00:13:10
    about five years after develop the
  • 00:13:12
    system they kept asking the computer
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    putting all the data geophysics data and
  • 00:13:17
    so on would we find the oil in this
  • 00:13:19
    site should we explore or not the
  • 00:13:21
    computer says no and in some time the
  • 00:13:26
    computer said yes so where the computer
  • 00:13:28
    said no they didn't drill where the
  • 00:13:30
    computer said yes there could be oil
  • 00:13:31
    they drill so if it didn't work it's a
  • 00:13:35
    mistake of the computer because it's a
  • 00:13:37
    computer who said it's nobody's decision
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    ok so everybody thought it's the risk
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    free approach let's go in the computer
  • 00:13:43
    for about five six years they actually
  • 00:13:45
    didn't find a single oil side okay so
  • 00:13:49
    what they did is they basically threw
  • 00:13:52
    that computer in the sea after five
  • 00:13:54
    years and they went back to their people
  • 00:13:56
    and say right let's work go back to the
  • 00:13:59
    model of actually people say look at the
  • 00:14:01
    data use the computer as a tool but not
  • 00:14:04
    a decision maker and then within six
  • 00:14:07
    weeks they found an oil site now
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    computers technology infrastructure are
  • 00:14:13
    tools they are not decision makers they
  • 00:14:16
    are decision supporting tools there's a
  • 00:14:19
    lot of talk that in five years 70% of
  • 00:14:22
    the jobs you've done by robots computers
  • 00:14:24
    and things like that yes they will have
  • 00:14:27
    more share in terms of the lot of stuff
  • 00:14:29
    done but could you imagine going to a
  • 00:14:32
    computer for diagnosis of a cancer or
  • 00:14:35
    treated by a computer chiming drugs to
  • 00:14:38
    you would you go and see well go to
  • 00:14:41
    restaurant to be served by a robot and
  • 00:14:44
    while it is true that the role of
  • 00:14:46
    computers robotics would improve but
  • 00:14:49
    they are not going to be decision makers
  • 00:14:51
    or decision decision making tools the
  • 00:14:55
    tools rather than dissing makers so
  • 00:14:57
    infrastructure is quite important the
  • 00:15:00
    next bit of infrastructure is quite when
  • 00:15:03
    I say infrastructure it's just not
  • 00:15:04
    technological infrastructure acknowledge
  • 00:15:05
    portals
  • 00:15:06
    there's database systems there are a lot
  • 00:15:08
    of good technologies that are helping
  • 00:15:10
    but this particular technology is also
  • 00:15:14
    quite helpful it's a body cooler okay
  • 00:15:19
    why is that helpful in knowledge
  • 00:15:21
    management knowledge creation and
  • 00:15:23
    innovation how many times you have
  • 00:15:28
    observed people catching up for a coffee
  • 00:15:30
    or near the
  • 00:15:32
    cooller talking and discussing about
  • 00:15:33
    organizational matters that could be
  • 00:15:35
    sometimes gossip but many times people
  • 00:15:37
    discuss things share knowledge around
  • 00:15:39
    water coolers okay there's a research
  • 00:15:42
    done that water coolers cafes informal
  • 00:15:45
    corridor meetings actually about 80
  • 00:15:48
    percent of our nation's knowledge is
  • 00:15:50
    shared through that so not only your
  • 00:15:53
    technological infrastructure you must
  • 00:15:55
    focus on your physical spaces how your
  • 00:15:58
    organization is designed your office
  • 00:16:00
    spaces are designed whether you have
  • 00:16:01
    water coolers don't throw them because
  • 00:16:03
    it wastes organize all time because it
  • 00:16:06
    doesn't let people to hit targets it's
  • 00:16:08
    actually their essential tools so that
  • 00:16:10
    these things enable people to criss
  • 00:16:13
    cross people from different areas to
  • 00:16:15
    talk people from different areas to meet
  • 00:16:18
    and share knowledge so that new ideas
  • 00:16:20
    new ways of solving problems new
  • 00:16:22
    products come out of those organizations
  • 00:16:24
    I haven't seen in 15 years of my service
  • 00:16:26
    ideas created in meetings very rarely
  • 00:16:29
    they happen in meetings or committees
  • 00:16:32
    okay there are quality control systems
  • 00:16:34
    not idea generation systems so it's
  • 00:16:37
    quite important that those three aspects
  • 00:16:40
    culture process and infrastructure
  • 00:16:42
    become great components of a knowledge
  • 00:16:45
    management infrastructure so it took six
  • 00:16:51
    thousand years from going from veal to
  • 00:16:54
    that International Space Station's
  • 00:16:57
    things have transformed the tools we use
  • 00:17:00
    have transformed probably people might
  • 00:17:03
    have used just stones and some sticks to
  • 00:17:05
    actually make a meal at the time but we
  • 00:17:07
    need lot more of course we can't do and
  • 00:17:10
    share knowledge similar way the people
  • 00:17:12
    or ancestors did six thousand years ago
  • 00:17:14
    we need tools we need technologies but
  • 00:17:16
    the central aspect is the culture of
  • 00:17:18
    your organization if you don't have the
  • 00:17:21
    right culture it's not going to be
  • 00:17:23
    happening so culture process and
  • 00:17:25
    infrastructure are critical culture
  • 00:17:28
    means people okay so we don't need to go
  • 00:17:32
    to too deeper into that so
  • 00:17:34
    transformation has happened we will
  • 00:17:36
    transform our lives even further will
  • 00:17:39
    humankind will go even further but the
  • 00:17:42
    way we manage
  • 00:17:43
    knowledge the way we innovate one thing
  • 00:17:46
    won't change that's people thank you
  • 00:17:50
    [Applause]
Tags
  • Innovation
  • Knowledge Management
  • Organizational Culture
  • Process Improvement
  • Collaboration
  • Obsolescence
  • Informal Networking
  • Knowledge Sharing
  • Infrastructure
  • Continuous Innovation