Archive

Posts Tagged ‘Knowledge Management’

Successfully Developing Triple Bottom Line Sustainability: #6

November 24, 2010 3 comments

This is the last of six Blogs dealing with TBL Sustainability. All six Blogs have been co-developed with my colleague and TLA Associate Tia Carr Williams.

“Give a man a fish, you have fed him for today.  When a man learns to fish, he will feed himself for a lifetime.” – Author unknown

In earlier Blogs of this series, we noted that both Sustainable Advantage (SA) and Sustainable Competitive Advantage (SCA) are based on achieving superior market position. We also noted that SCA is toxic in that it pits both employees and organizations against one another in a never ending competitive “survival of the fittest”, whereas SA strategy and implementation are based on a much more desirable win-win collaboration of all parties. In other words, SCA tries to push on the rope of change whereas SA pulls change into being. Organizational Sustainable Advantage™ (OSA™) was introduced and defined in Blog #4 of this series, and is an improvement on SA since the OSA™ approach certifies that strategy and implementation plans are based not only on a profitable win-win collaboration of all parties, but that they are ethical, and without negative impact on relevant ecological and sociological systems. In other words, OSA™ is still pulling change into being, but it goes to a new level by adding the essential triple bottom line elements (social, ecological, financial) as a significant component of sense making and decision making.

To ensure and encourage the necessary organizational climate of innovation and TBL focus, monitoring, and reporting, when an organization begins to navigate the transition from SCA or SA to triple bottom line OSA™, The Leadership Alliance Inc. [TLAINC] has led the way in creating an easily understood seamless performance-based process. This process is one that an organization can readily morph into. It reduces the organizational complexity typically involved in such a large scale change; promotes formation of a fractal organization; fosters common TBL OSA™ understanding and values across all organizational levels; nurtures a culture with innovation at its heart; encourages collegial, participative, open business systems; promotes and leverages networks and social interaction; and provides systems to measure and report progress continuously.

In order to easily understand and rapidly adopt TLAINC’s seamless performance-based process to navigate the transition from SCA or SA to triple bottom line OSA™, organizations must cultivate a culture having sustainable business principles, learning and innovation at its heart. There must be a motivational visionary strategy allied with a deep human context structure; workforce integration systems of high efficiency, capability and efficacy; a synergistic co-operative culture that fosters thinking on how everything can be improved and costs reduced; and there must be task agility for optimal productivity.

This is a tall order, but to achieve these ends, TLAINC supports its clients in undertaking two processes concurrently. One process involves creation of an organizational “attractor” – a central core of strategic business concepts, business processes, and social norms to be refined and used by employee networks at all levels to mutually shape the organization in a dynamic manner; the second process is cultural, and involves creation of a socialized environment based on trust, true dialogue, and the lessening of the power struggles that exist in organizations.

These interventions may be optimally achieved based on TLAINC’s transformative approach. This involves forging a unique ‘solidarity network’ that is inclusive of all the important organizational networks. In this approach representatives of all the various key organizational and governance networks, including the CEO, hold dialogs together for the good of all the stakeholders. TLAINC has the proven capabilities to identify the representatives of the key organizational networks, and the real-life organizational experience to assist formation of the solidarity networks.

These solidarity networks re-design and re-develop the systemic organizational structure, business processes, roles, and tools, to specifically develop an environment where learning and adaption will be essential to successfully carrying out the work of every employee. In this pursuit, new structures and ways of working to adjust to, and to continue adjusting for, a changing set of conditions are created by the continuous dynamic process of co-evolution with a changing environment that is underpinned by learning. This approach leverages a distinctive characteristic of complex systems which is their ability to create new order; that is, a different way of working, thinking and relating. OSA™ is this continuous process of co-evolution. It is neither a one-off change which remains static, nor a reversion or adherence to the status quo. This means understanding and working with (not constraining) the characteristics of organizations as complex social systems.

In promoting organizational learning and adaption, TLAINC through its Associates can accommodate the integration of peer and supervisory coaching, where required, with a highly experienced team of coaches with proven track records. This ensures adaption to a specific strategic or tactical behavioral assessment that obviates hierarchical appraisal in favor of self appraisal procedures. Milestones are configured from qualitative and quantitative measurements aggregated from contributions and co-operative peer review.

The corporate-structure model for the decentralized enterprise described in earlier Blogs in this series demands strategic leadership, corporate identity, capabilities distribution and access, low-cost capital access, and enterprise-wide control. Implementation must be based on socialization, knowledge management, and coherence. The measurement, monitoring, and reporting of these pivotal features are critical to success. TLAINC will collaborate with a client to provide a customized version of TLAINC’s Sustainability Scorecard™ to truly reveal the advances that indicate improvements are being realized, and to highlight next steps.

If you are serious about having your organization navigate the transition from SCA or SA to triple bottom line OSA™, TLAINC is the consultancy to help you make it a reality – why not give us a call?

Advertisements
Categories: Sustainability Tags: , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

Successfully Developing Triple Bottom Line Sustainability: #1

October 22, 2010 6 comments

This is the first of six Blogs dealing with TBL Sustainability to be published over the next few weeks. All these Blogs are being co-developed with my colleague and TLA Associate Tia Carr Williams.

“We now know that the source of wealth is something specifically human: knowledge. If we apply knowledge to tasks we already know how to do, we call it productivity; if we apply knowledge to tasks that are new and different, we call it innovation. Only knowledge allows us to achieve those two goals. Organizations that are efficient and effective in applying knowledge will succeed better than their competitors” – Peter Drucker

Business as usual is no longer an option – it is obvious that traditional organizational design has not worked in today’s complex business environments. New ways of thinking and organizing are critically important if organizations are to do more with less, and ensure ongoing business growth and renewal.

Most of today’s organizations are set up like spider webs with thinking and command at the centre, and planning and control exerted through the web threads. The problem is that command and control operation is far too inefficient in terms of speed and efficiency, too clumsy in terms of knowledge management, and too lacking in variety for today’s complex dynamic business contexts. Top-down corporations need to adapt their fundamental structure to change from a command and control model to one that promotes facile communication incorporating social trust and widespread knowledge sharing – in other words to survive surging market competition organizations must decentralize.

A decentralized organization has distinct market advantages over a wholly centralized organization, allowing not only for the natural development of the key capabilities needed for the organization to operate creatively and successfully in face of today’s constantly changing circumstances and environmental demands, but equally to address the needs of a churning workforce that increasingly includes a new breed of worker – the Generation Y Millennials, the cohort born between the mid-70s and the early 2000s. Organizations challenged with three generations of employees need novel organizational strategies to accommodate employees’ varied learning requirements and to foster work satisfaction. Decentralized organizations are more responsive to market forces and employee variety, are agile in implementation, and are consistently adaptive to innovative processes that promote and empower continuous improvement at the rock face of employee daily-deliverables.

Decentralization as it is implemented today typically involves creating a starfish configuration, comprised of small hubs capable of operating, growing and multiplying interdependently of each other. The starfish model is used by innumerable organization designers around the globe today. Although it is an advance over the spider web design, and does facilitate significant strategic advantages to emerge from daily operations in ways that play a significant role in continuous improvements informing sustainable advantage, the starfish model still does not go far enough to provide a truly sustainable systemic approach to organizational design.

Genuine Sustainable Advantage (SA) demands a much more polyarchic approach, providing both independency and interdependency of all major components of organizational processes. In the SA model people become epi-central to the co-evolution and co-maintenance of strategy, structure, processes, and rewards. Human-centric organizations include employees in most of the organization’s responsibilities and decision-making, ensuring incremental investment by each member in the rigors and rewards of a profitable company.

In the second Blog of this series the critical differences between Sustainable Advantage (SA) and Sustainable Competitive Advantage (SCA) will be explored, and the relevance and promotion of innovation reviewed.

Social Commerce and Successful Supply Chain Development

May 17, 2010 1 comment

A supply chain (SC) in which the members are strategically, operationally, and technologically integrated is fundamental to commercial success in many businesses, and SCs continue to be adopted by organizations as a strategic vehicle for creating and sustaining market advantage. Claims for the success of supply chain management (SCM) have traditionally been largely based on efficiency improvements (e.g. time compression, cost cutting and quality improvement) and innovative supply chain factors which enhance consumer value have been underplayed.  This Blog is to heighten awareness of the huge influence that social commerce may have in ensuring successful supply chain development, where social commerce is defined as all manner of intra- and inter-organizational social discourse particularly related to market concerns e.g. F2F meetings, communities of practice, social networks, social media, Enterprise 2.0 etc..

First of all, there needs to be a realization that indeed there is an unbalanced focus on technical and rational perspectives in SC practice that has resulted in the ignorance of potential innovations that could result from understanding the complex social and political issues that are an integral part of any supply chain. In defense of this bias it should be noted that ‘people issues’ such as culture, trust, aversion to change, opportunism, willingness to relinquish control, and willingness to collaborate, are intractable issues that organizations avoid addressing at all costs. This is especially true in cultures where emotion-laden subjects are un-discussable i.e. most organizations! Difficulties in acknowledging and addressing these cultural issues imply that for effective implementation, SCM must be aligned with an appropriately developed organizational culture e.g. see the EVO approach (http://www.tlainc.com/TLO%20V3%20N4%2096.pdf).

Collaboration is highly important if SCs are intended to lead to innovation, since the innovation potential of a SC is based on the skills and expertise of each supply chain member. In order to generate SC innovations, member organizations must understand the dynamics of the supply chains that they are involved in. For example, successful SCM involves horizontal cross functional integration, based on inter-organizational relationships which increase trust and collaboration, not only across but also within firms. The need for common or translatable value systems, language, symbolic artifacts and protocols or etiquette have been shown to be important for developing shared understanding and thus enhancing the chance of trust and commitment, not only across the whole SC, but also in each particular organization. This ensures that each trading partner increases trust in the other members of the SC to keep them committed.

The conventional approach to SCM views the supply chain as a linear process involving discrete organizational entities that are tightly linked from the source of supply to the supply of a final product or service to consumers or end users. Such SCM emphasizes major functions such as outsourcing, supply management, chain management, relationship management and power management. The current alternative view, which focuses on the social commerce among members, does not imply that the management of these major functions is not crucial, but rather that principles of organic and facilitative management through stimulation of learning, networking and expectation alignment should be incorporated in the management of these functions. Many SC practitioners have difficulty moving from the conventional view to one which focuses on social collaborative arrangements among members, and thus remain uninformed about the learning-related processes they could employ to build relationships and better integrate.

People who commit the firm to SC promises must be empowered and resourced to execute them, and must have the appropriate knowledge and skills provided by training, learning-by-doing, and Knowledge Management (KM) processes. A key competency therefore is the ability to learn or acquire the needed knowledge and the capacity to identify key information, understand the competitive importance of the knowledge and apply it. Learning in supply chains requires a high level of trust that allows partners to openly share sensitive information in order to gain full benefits of collaboration. If an organizational partner has excellent learning capacity, inter-organizational trust intensifies, and as the whole supply chain learns to work collaboratively and trustingly, the KM principles adopted will unleash immense creativity and innovation providing significant advantage to supply chain partners. In order to gain the necessary trust and commitment for this to happen, the organizational values and culture need to support the creation of social capital (SC).

The concept of social capital is useful for representing the collaborative status of relationships across an organization. Although there is no uniformly accepted definition of social capital, its meaning in an organizational setting has been defined as “The set of resources, tangible or virtual, that accrue to a corporate player through the player’s social relationships, facilitating the attainment of goals.” [1] A growing body of opinion sees social capital as an important source of commercial advantage. The importance of social capital is often under-valued in SCM but its value in my opinion must not be underestimated. Social capital might be viewed as the relational glue that underlies the effectiveness of supply chains, and it comes into its own particularly in supply chain situations that are complex and ambiguous.

Successful innovations are generated when key processes such the formation of wide and interconnected intra- and inter-organizational networks, and extensive experimentation, and broad learning are emphasized. SC practitioners may be considered members of a community of practice rather than members of disconnected functions along a chain. This requires that SC members actively and deliberately explore together their relationships. This collaborative learning builds competence, commitment, and accountability to their community of practice. In this way they adopt a people-centric social learning approach towards better understanding customers’ and/or SC participants’ perspectives and needs, promoting further supply chain integration. It is clearly important to underpin such inter- and intra-organizational social networks with a multitude of social commerce related communication channels within which SC actors may share learning and insight, and to introduce Enterprise 2.0 and social media  where possible.

[1] Gabbay, S.M., and Leenders, R.T.A.J. (1999),  “The structure of advantage and disadvantage”,  in R.T.A.J. Leenders and S.M. Gabbay (Eds.), Corporate social capital and liability, Kluwer Academic Publishers, Boston.

Change Proofing

November 21, 2009 Leave a comment

In 1995 I co-authored a paper [1] about “Change Proofing” – the ability of a commercial organization to manage change stimulated by largely unanticipated, hard-to-predict events and shocks. Examples up to that time included trauma due to third world debt in the 1970s, the energy industry in the 1980s, and commercial real estate and corporate buy-outs in the 1990s.

History shows that the consequences of failing to recognize and interpret harbingers of change can be devastating. It is said that the ancient Peruvian Indians were unable to “see” the sails of the invading Spanish fleet, and dismissed them as mirages. More recent historical (hysterical?) examples of myopia include US automobile manufacturers who were blinkered to Pacific-Rim competitors, and even IBM, which was long unprepared for opportunities presented by the explosive growth of personal computing.

Clearly-identified business trends, such as globalization, technology, demographics and new social orders, had often been cited up to 1995 as drivers of change. However, little attention had been given to management of change stimulated by largely unanticipated, hard-to-predict events and shocks, such as rapid oil price changes or the sudden collapse of centrally-planned economies. Few models of such change, or techniques to plan or cope with it had been presented in the literature in 1995 or since for that matter, although even in 1993 according to such an authority as Ed Schein [2]: “…the problem is not management of change but the management of surprise”.

Change Proofing was not intended as a means to resist or avoid change, but rather a process for becoming more flexible and responsive in order to cope with it. The Change Proofing paper proposed that environmental shocks and surprises could best be managed by increasing the ability of the organization itself to anticipate, recognize and respond to them – surprise surprise – before hand! The paper set out theoretical reasoning, but more importantly it detailed a straightforward practical Change Audit that would help organizations of all types and sizes frame and address critical factors for Change Proofing; form more realistic and objective views of radical environmental change; and develop better means of coping with surprise. The paper also recommended that the Change Audit should cover organizational learning processes and their impact on strategic focus, motivation and core capabilities.

So what can one say about current events? Too bad so many of today’s organizations haven’t read the paper or didn’t heed its message?! Well, it’s not too late to plan for next time – and there will be a next time – so I invite you to have a look at the paper now …

[1] Drew, S.A.W. & Smith, P., The Learning Organization: Change Proofing and Strategy, The Learning Organization, Vol. 2, No. 1, 1995

[2] Schein, E.H., How can organizations learn faster? The challenge of the green room, Sloan Management Review, Winter, 1992; pp. 85 – 92