Knowledge Management: From Brain to Business (PDF 5.5 - Asian ...

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WELCOME ADDRESS Dr. Phanit Laosirirat Executive Director Thailand Productivity Institute The International Productivity Conference (IPC) is one of the prestigious public forums of the Asian Productivity Organization (APO,) held on special occasions to celebrate the APO’s attainment of crucial milestones. This year’s gathering is in recognition of the 45th anniversary of hard work to promote the national productivity movement of member countries and it is also the 12th anniversary of the Thailand Productivity Institute’s presence in promoting the productivity movement in Thailand. For each IPC, National Productivity Organizations and the APO Secretariat carefully select emerging productivity topics, for which discussion will strengthen the productivity movement in member countries. This conference has adopted the theme of “Knowledge Management – From Brain to Business” and through it we will showcase outstanding knowledge management applications by globally renowned enterprises from Asia, Europe and the United States. IPC 2007 continues our tradition of identifying the latest developments among productivity tools and techniques within government, business and at the grassroots level. This year, the International Productivity Conference will showcase the newest “The International Productivity Conference…will bring the best and the brightest in the world of knowledge management together in one place.” techniques, the latest developments and bring the best and the brightest in the world of knowledge management together in one place. These highly qualified speakers will cover the advanced topics that meet the needs of the evolved knowledge management practicing organization. One such speaker we are honored to have with us today is Professor Ikujiro Nonaka. His presentation will recognize the importance of knowledge management as an essential tool to drive strategy for any organization, while underscoring that for a company to create value, it must possess the ability to determine and undertake the best action in a specific situation so as to serve the common good. This point is further confirmed by Mr. T.S. Rangarajan, who makes a presentation from the perspective of the Tata Group’s experiences. IPC 2007 will also offer presentations that are truly based on firms’ experiences of tackling the knowledge management initiative at the organization level. Ms. Martha Seng, who is the Knowledge Transfer Manager of Buckman Laboratories (Asia,) will stress the need to engage individual workers in learning since their willingness to participate in knowledge sharing is directly related to a need or desire to learn. Individuals, she will point out, must be supported with the tools, resources and environment needed to engage freely in various communities. Mr. Dirk Ramhorst, Vice President of Operations, Seimens Business Service Germany, will focus on new territories of knowledge management. He is a true believer in knowledge Page 1
management in every aspect of the organization and his presentation will be on how to structure project management and even organizational design based on knowledge management. IPC 2007 would like to extend its thanks to Mr. Chaovalit Ekabut, President, Siam Pulp and Paper, SCG Group, for attending the IPC. The Thai business community has a keen and constant interest in the activities of the SCG Group . At this conference, Khun. Ekabut will shed some light on an ongoing project of the Group, which is how the integration of knowledge management and learning leads to innovation. We are also pleased to have Mr. Atsushi Niimi, Senior Managing Director, Toyota Motor Corporation Japan, with us at the conference. Toyota has become the number one automaker in the world and it intensively applies knowledge management in its operations. Mr. Niimi’s presentation will focus on knowledge management practices at Toyota Motor Corporation. Last but not least, Mr. Rory Chase, Managing Director, Teleos, share his views and experiences with us. Teleos is the main principal that established the Most Admired Knowledge Enterprises (MAKE) research program. In association with the Know Network, it identifies and recognizes those organizations which are leaders at creating intellectual capital and shareholder wealth by transforming new as well as existing enterprise knowledge into superior products/services/solutions. The conference’s rich and diverse group of resource speakers will strengthen our understanding of knowledge management. Whether it is growing and developing internal talent, guiding one’s organization through new transformations, bringing knowledge strategy to new heights, or finding out what is new in the field, this conference will provide a great opportunity for learning and networking. Finally, I would like to thank all resource speakers, the APO, supporting organizations and participants who have made this conference a dream come true. Sitting here today you are all already winners. I hope each and every one of you enjoy the conference and return home with a heightened awareness and understanding that you can put into fruitful practice within your own organizations. Page 2
Page 1: From: Knowledge Management: From Br
Page 4 and 5: Proceedings of the International Pr
Page 8 and 9: WELCOME ADDRESS Mr. Shigeo Takenaka
Page 10 and 11: as the theme for IPC 2007 to commem
Page 12 and 13: our daily practices. Every employee
Page 14 and 15: Strategy as Distributed Phronesis:
Page 16 and 17: knowledge is converted into explici
Page 18 and 19: The model starts with a “vision.
Page 20 and 21: Every year I go to Finland. The bes
Page 22 and 23: Ability to Share Contexts with Othe
Page 24 and 25: Souichiro Honda argues, Action with
Page 26 and 27: Figure 6: Multilayered Ba at Seven-
Page 28 and 29: Collaborative Enterprise- Wide Know
Page 30 and 31: place across the organization. Simi
Page 32 and 33: Figure 5: Fred or Fredricka This is
Page 34 and 35: set training standards that are nec
Page 36 and 37: important but it is something that
Page 38 and 39: As the leadership of the organizati
Page 40 and 41: • Total market capitalization: $4
Page 42 and 43: Phase 2: 2000-2001 • Knowledge co
Page 44 and 45: So what Tata Chemicals did was to c
Page 46 and 47: ole and responsibilities they have
Page 48 and 49: YouTube; just imagine how they mana
Page 50 and 51: several tools a like document manag
Page 52 and 53: upgrade from Windows XP to Vista,)
Page 54 and 55: outside. So it is very difficult fo
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Knowledge Transfer Department. The
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visible artifacts in place. So in k
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anything about what they have—I t
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Question: Is it true that we can ca
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Eight knowledge performance criteri
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wealth or some similar form of weal
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As the table shows, when we complet
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3M Apple Computer Caterpillar Fluor
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and development and innovation. The
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I think in terms of measurements, o
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From Knowledge Management to Operat
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The next step is to identify the kn
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Project Profile Debriefing Reports
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5. Community of Practice A “commu
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Reporting Figure 7 The goals of any
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Integration of Knowledge Management
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invention; it could be small or eve
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irregular basis. We had to study, d
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set of products that when put into
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Figure 6: Knowledge Management Work
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Case Study: SCG Paper SCG Paper is
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knowledge that they want to keep an
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and with other units of SCG, we org
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Question: What is the driver of new
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Chaovalit Ekabut: I agree with the
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Chaovalit Ekabut: May I elaborate a
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together with competitors to move t
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knowledge-sharing network, helping
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Dirk holds a diploma degree in Busi
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-o- Conference Rapporteur-Editor: D
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