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S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l
SKA Gathering 2003
BusinessIQLeadership and Bottom Line in the Emotional Economy
Egil Sandvik & Bastian Lie-NielsenPartners
Knowledge Management Group DA
S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l
SKA Gathering 2003
S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l
SKA Gathering 2003
Companies Beta-testing the BusinessIQ
S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l
SKA Gathering 2003
BusinessIQ - basic model
.
.
Strategic
behaviour
Leadership
Branding
Identity
Bottom
line
S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l
SKA Gathering 2003
BusinessIQ builds on the following:
passionate workers knowledge activists believers passionate customers intellectual capital
Based on research by Gallup,Watson Wayatt Sveiby, Gioia, LevBased on research by Gallup,Watson Wayatt Sveiby, Gioia, Lev
Companies delivering bottom line resultsin the emotional economy have a larger porportion of:
S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l
SKA Gathering 2003
Value Creation Bottom line
Talents&Role Leadership
Engaged Employees
EngagedCustomers
Identity and strategic behaviour
”People first”
The People First Perspective for Value Creation
No logo
Branding
S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l
SKA Gathering 2003
Human Capital Index
Sveiby Knowledge Associates
March 2003
20 %
60 %
60 %
100 %
60 %
40 %
40 %
20 %
40 %
60 %
100 %
0 % 20 % 40 % 60 % 80 % 100 % 120 %
Utvikling
Bryr seg
Ros
Talent
Hjelpemidler
Forventinger
Bremseklosser Passasjerer Ildsjeler
33 %
67 %
33 %
67 %
67 %
33 %
33 %
33 %
100 %
33 %
100 %
0 % 20 % 40 % 60 % 80 % 100 % 120 %
Utvikling
Bryr seg
Ros
Talent
Hjelpemidler
Forventinger
Bremseklosser Passasjerer Ildsjeler
13 %
19 %
50 %
56 %
88 %
50 %
25 %
13 %
50 %
25 %
13 %
50 %
75 %
75 %
0 % 20 % 40 % 60 % 80 % 100 % 120 %
Utvikling
Bryr seg
Ros
Talent
Hjelpemidler
Forventinger
Bremseklosser Passasjerer Ildsjeler
S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l
SKA Gathering 2003
Results: SKA NetworkN=11 (33%)
1. Do I know what is expected of me at work? 4
2. Do I have the materials and equipment I need to do my work right?
3,6
3. At work, do I have the opportunity to do what I do best every day?
3,5
4. In the last seven days, have I received recognition or praise for doing good work?
4,2
5. Does my supervisor, or someone at work, seems to care about me as a person?
4
6. Is there someone at work who encourages my development? 4
Index score 23,3
S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l
SKA Gathering 2003
SKA 35 % ”Passionates”
54,5 %
54,5 %
45,5 %
81,8 %
81,8 %
72,7 %
45,5 %
45,5 %
18,2 %
18,2 %
27,3 %
54,5 %
Development
Care
Recognition
Talents
Equipment
Expectations
Critics Followers Passionates
S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l
SKA Gathering 2003
Bottom line
Measures employee engagement that correlates with productivity, profits and customer loyalty
Based on research by the Gallup Organization
Human Capital IndexDo I know what
is expected of meat work?
Do I have thetools I need to do
my work right?
At work, do I have the opportunity to do what
I do best every day?
In the last seven days, have I received recognition or praise for doing good work?
Do my supervisor or some-one at work seems to care about
me as a person?
Is there someone at work who encourages
my developement?
.
.
Strategic
behaviour
Leadership
Branding
IdentityIdentity
Bottom
line
S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l
SKA Gathering 2003
Bottom line
Measures knowledge sharing
Based on research by Karl Erik Sveiby and Watson Wyatt
Strategy Capital IndexDo I share knowledge
for maximum value creation?
Do I convert individually heldcompetence to systems,
tools and templates?
Do I improve individuals’ competence by using systems,
tools and templates?
Do I allow our customers learn by accessing our
systems, tools & procsses?
Do I learn from customers, suppliers and
other stakeholders?
Do I support our customers’ conversation
with their customers?
.
.
Strategic
behaviour
Leadership
Branding
IdentityIdentityBottom
line
S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l
SKA Gathering 2003
Bottom line
Measures customer engagement that correlates with profits
Based on research by the Gallup organization
Customer Capital IndexIs BRAND always a name
I can trust?
Does BRAND always treats me fairly?
If a problem arises, can I always count on BRAND to reach
a fair resolution?
Do I feel proud to be a customer at BRAND?
Does BRAND always treats me with respect??
Is BRAND the perfect company for people like me?
.
.
Strategic
behaviour
Leadership
Branding
IdentityIdentity
Bottom
line
S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l
SKA Gathering 2003
Strategyimplementation
Measures identity strenght that correlates with strategy implementation
Based on research by Gioia, Dennis and James
Identity Capital IndexDo I have a strong sense of my company’s mission?
Do I have a sense of pride in my company’s vision?
Do I feel that my company has carved out a significant place
in the market place?
Am I knowledgeable about my company’s history and traditions?
Are my company’s values and culture are perfect for me?
Do I like telling that I am employed by my company?
.
.
Strategic
behaviour
Leadership
Branding
IdentityIdentity
Bottom
line
S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l
SKA Gathering 2003
Bottom line
Measures porportion of intellctual capital to financial capital that correlates with bottom line
Based on research by Sveiby and Lev
Financial Capital IndexWhat is the equity of
your company?
What percentage of total capital (both financial and intellectual) is your equity?
What is the market value of your company?
What is the average market to book value in your industry?
What is the comprehensive value of your company?
How much is your company worth?
.
.
Strategic
behaviour
Leadership
Branding
IdentityIdentity
Bottom
line
S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l
SKA Gathering 2003
160
140
120
100
80
60
40
20
0
BusinessIQ
HCI
FCI
SCI
CCI
ICI
Average
”smartness”
HCI
FCI
SCI
CCI
ICI
PeriodePeriode11 22
HCI
FCI
SCI
CCI
ICI
33
S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l
SKA Gathering 2003
How to increase your score?
Capacity to act
Measuring
Sensemaking
Interpretation of
issuses (Workshop)
Developing
actions.
.
Strategic
behaviour
Leadership
Branding
IdentityIdentity
Bottom
line
S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l
SKA Gathering 2003
BusinessIQ compared with BSC
.
Vision andVision andstrategystrategy
FinancialFinancial
CustomerCustomerProcessProcess
Learning andLearning anddevelopementdevelopement
.
Strategic
behaviour
Leadership
Branding
Identity
Bottom
line
S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l
SKA Gathering 2003
BusinessIQ compared
Score Card Kaplan& Norton
Balanced Score Card
Sveiby Intangible Assets Monitor
Sandvik & Lie-Nielsen BusinessIQ
emphazises a SBU strategy making the invisible visible
making business of knowledge
measures performance linked to strategy
growth, innovation,
effectiveness and stability
leadership, identity, sharing,
branding and bottom line
S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l
SKA Gathering 2003
SKA tools linked to BusinessIQ
.
.
KMAP
Leader-
ship
Branding
+
++
+++
CCS
Invisible
Balance
Sheet
SKA SKA
Intromap/
Tango/
Interplay
Intangible
Asset
Monitor
S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l
SKA Gathering 2003
BusinessIQ Simplexity
Implementation
Dynamic
Interactive
Emerging
Focus on capacities to act
S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l
SKA Gathering 2003
Enclosure
S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l
SKA Gathering 2003
Brand
Internal view of Internal view of
organizationorganization
External view External view
of of
organizationorganization
StrongStrong
Trade mark
WeakWeak
StrongStrong
WeakWeak
The branding process
(Desired) image
S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l
SKA Gathering 2003
Brand
Internal view of Internal view of
organizationorganization
External view External view
of of
organizationorganization
StrongStrong
Trade mark
WeakWeak
StrongStrong
WeakWeak
The branding process
(Desired) image
CCICCI
ICIICI
S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l
SKA Gathering 2003
IndividualIndividualCompetenceCompetence
ExternalExternalStructureStructure
InternalInternalStructureStructure
$$
10. I share knowledge for10. I share knowledge formaximummaximum value creation value creation
3. I learn from customers,3. I learn from customers,suppliers and othersuppliers and otherstakeholders.stakeholders.
6. I support our customers6. I support our customers’’conversation with theirconversation with theircustomers.customers.
4. I c4. I convert onvert individually heldindividually heldcompetence to systems,competence to systems,tools and templates.tools and templates.
9.I integrate systems, tools &9.I integrate systems, tools &processes and productsprocesses and productseffectively internally.effectively internally.
1.I am Improving the1.I am Improving thetransfer of competencetransfer of competencebetween people in ourbetween people in ourorganisationorganisation..
5. I improve individuals5. I improve individualscompetence by usingcompetence by usingsystems, tools andsystems, tools andtemplates.templates.
8. I allow our customers and8. I allow our customers andsuppliers learn by accessing oursuppliers learn by accessing oursystems, tools & processes.systems, tools & processes.
7.I use 7.I use competence fromcompetence fromcustomers and suppliers to addcustomers and suppliers to addvalue to our systems,value to our systems,processes and products.processes and products.
2. I transfer competence2. I transfer competenceto customers, suppliersto customers, suppliersand other stakeholders.and other stakeholders.
The Strategy Capital IndexSveiby’s 10 knowledge strategies - 5 of the questions are optional
S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l
SKA Gathering 2003
Measuring intangibles in two ”similar” units in the same company- Who, A or B, has the better results?
A B
-Actively engaged 17% 55%
-Not-engaged 60% 37%
-Actively unengaged
23% 8%
S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l
SKA Gathering 2003
BusinessIQ tools
IntroMap and IntroIQ (learning the concepts) Idépro (brainstorming&concensus tool) Questback (webbased surveys) Learning styles and strenght finder (identifying your
learning style and talent pattern) KMAP (balancing knowledge strategies) Strategic tools (SWOT, VRIO, Visioning, core values) Branding tools (brand wheel) Invisible Balance Sheet (for organizations not on the
stock exchange) Process tools (Idépro, café etc.)
S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l
SKA Gathering 2003
Branding - long term strengthening of identity and customer engagement
BehaviourBehaviour
MeasuringMeasuring
SensemakingSensemakingInterpretation ofInterpretation of
issusesissuses(Workshop)(Workshop)
DevelopementDevelopement
CCICCIICIICI
S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l
SKA Gathering 2003
Capital indexes as measurement tools Simple indexes that capture emotions and
relations of customers and employees Simplyfies the ideas of Balanced Score Cards The next-generation’s climate-, satisfaction-,
culture- and customersurveys.
S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l
SKA Gathering 2003
Knowledge Management Group DA - Scandinavian branch of SKAglobal
About Knowledge Management Group DA
KMG DA develops tools and processes for the knowledge-based organization. KMG DA runs The Norwegian Forum for Intellectual Capital and Consortium for
Intellectual Capital. Counting in excess of 170 members, the Forum is the arena for developing knowledge management and intellectual capital in practice for Scandinavian businesses. In 2001, the Forum and Consortium was awarded “Best Work 2001” by Sveiby Knowledge Associates, its work was published in Fortune Magazine and Thomas Stewart’s book, “The Wealth of Knowledge”.
Knowledge Management Group’s visionKMG DA translates new knowledge of value creation to practical leadership for the
knowledge-based company. Knowledge Management Group DAKMG DA assists and facilitates the development of strong brands and action-based
organizational cultures by using tools and processes developed for the knowledge-based company.
KMG DA emphasizes helping organizations understand, share and apply their existing knowledge of customers and organization. We aim at making organizations better for people.
S c a n d i n a v i a n b r a n c h of S K A g l o b a l - w o r l d w i d e l e a d e r s i n k n o w l e d g e m a n a g e m e n t a n d i n t e l l e c t u a l c a p i t a l
SKA Gathering 2003
Knowledge Management Group - The people
Egil Sandvik (56)Managing Partner, Chartered Member SKA [email protected]
Bastian Lie-Nielsen (41)Partner, Chartered Member SKA [email protected]
Christian Rafn (55)Partner, Member SKA [email protected]
Christian Rangen (28) Junior Partner, Member SKA [email protected]
www.kmgroup.no