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LeadingThrough Innovation
Barry K. Dayton, 3M Knowledge Management Program Office
“KM 101” Improving Business Performance in the Global Enterprise – Successes, Failures, LessonsLearned
KMWorld 2010November 16, 2010
Agenda
Introduction 3M Overview KM Program Office Mission, Role
Four Stories Decatur Film Plant Industrial Adhesives and Tape Division (IATD) Lab Wiki Enterprise InnovationLive: Markets of the Future
Conclusion Key Success Factors Lessons Learned
1© 3M 2010. All Rights Reserved.
Net Sales (billions)
2
$Solid TopLine Growth
$21.2$22.9
$24.5 $25.3$23.1
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2005 2006 2007 2008 2009
© 3M 2010. All Rights Reserved.
$3.1
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$3.5$3.2
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Net Income (billions)*
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$A String of Record Profits
* Reported net income
© 3M 2010. All Rights Reserved.
Electro and Communications Business
Consumer andOffice Business
Display andGraphics Business
Health CareBusiness Industrial and
TransportationBusiness
Safety, Security and Protection Services Business
Six Market Leading Businesses
4© 3M 2010. All Rights Reserved.
Solving Problems Everywhere
Operate companies in more than 65 countries 35 international companies with manufacturing operations,
35 with laboratories In the United States, operations in 28 states
R&D and related expenditures total $6.861 billion for the last five years
More than 75,000 employees worldwide We provide ‘borderless customer success’
5© 3M 2010. All Rights Reserved.
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KM Effectiveness PhasesAssess Identify businesscritical
knowledge domains From Strategic Plan
Define business case, metrics
Interviews, mind maps, consensus meetings
Baseline Strategic Knowledge Mapping (SKM)
Improve Select appropriate tools from
KM portfolio Form project team Conduct training Pilot implementation Utilize CAP tools Measure first results Gather and publicize success
stories
9
Sustain Replicate, expand
throughout organization Pilot team conducts training Measure results
Followup SKM Time, $, improved
HCP Leaders teaching leaders KM Leader appointed
KMPO Engagement PhasesProspecting Contracting Engagement Completion Closed
© 3M 2010. All Rights Reserved.
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Decatur Film’s Compelling Business Need
12© 3M 2010. All Rights Reserved.
AAR Purpose
The key purpose for doing an AAR is to learn and quickly apply the learning on the job the very next day. If recording gets in the way, don't demand it – it's more important to apply the learning and improve performance.
The key to successful AARs is open and frank discussion. The objective is to learn and fix the problem, not to blame. Accordingly, AARs are learning events, not critiques or evaluation events. This may require some demonstration by the leader of the team at the beginning of the discussion.
13© 3M 2010. All Rights Reserved.
AAR Trigger Criteria
1. After events that result in 1 Hr.+ downtime2. After events where Maintenance is required3. After troubleshooting process problems4. After line changeovers and startups5. After shiftpieces of major downtime/rebuilds
14© 3M 2010. All Rights Reserved.
Storytelling purpose
To learn from each other Primarily from more experienced 3Mers nearing retirement Primarily tacittoexplicit knowledge transfer
• Much tacittacit happens, also
To develop “Decision Trees” for “Worst Case Scenarios” Not necessarily like existing FMSCO Decatur decision trees More like problemsolving rationale maps
• Why do you…• How do you know to…• Who do you go to for….• Where do you find….• Where do you keep….• What information don’t you have to….• Whatever you do, DO NOT do….
15© 3M 2010. All Rights Reserved.
Storytelling Process
1. Develop list of worstcase scenarios (storytelling topics)2. Identify, invite, brief the participants3. Conduct the session
1. Set the tone, make participants comfortable2. Digitally record the conversation for future reference, if needed3. Facilitator builds a map on the whiteboard while scribe builds
one with MindManager on notebook.4. Reveal and refine mind map with participants5. Have some fun!
4. Proof, approve, publish mind maps
16© 3M 2010. All Rights Reserved.
Example of Published Mind Map
17© 3M 2010. All Rights Reserved.
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IATD Global Technical Service Social Network
20
“How many times in the last 12 months have you contacted this person for information or insight necessary to do your work?” Answer: at least 12 times
Red=twoway, blue=oneway
Italy
RussiaTaiwan
Japan
China
Brazil
Canada
Korea
Germany
France
USA
UK
© 3M 2010. All Rights Reserved.
RPRP
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InnovationLiveFocus: Markets of the Future
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Lessons Learned – so far – a sampling About Strategy
Lead with businesscentric value propositions, aligned to businesses’ strategic plans Target those businesses and organizations the enterprise is counting on for success
About Solution Adoption/acceptance Not much happens without business leaders’ commitment and role modeling It IS about the tools, if they are not fun and ridiculously easy to use
About Business Results Strive for clear metrics, but settle for strong testimonials Improvement will occur as a result of increased awareness and focus, if nothing else
About Partnership with HR Together, we can deliver more value for our clients Once “converted”, HR partners are avid proponents and agents of KM
About Partnership with IT Together, we can deliver more value for our clients It’s important to have a clear, common understanding of our respective roles
29© 3M 2010. All Rights Reserved.
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