iKMS KM TALK on 26 June 2015: KM Change Leadership by Dr. Karuna Ramanathan

KM CHANGE LEADERSHIP:

STRENGTHENING KNOWLEDGE READY ORGANISATIONS

KARUNA RAMANATHAN

PRESIDENT

INFORMATION & KNOWLEDGE

MANAGEMENT SOCIETY, SINGAPORE

26 JUNE 2015

ABOUT THE PRESENTERKaruna Ramanathan is currently the Senior Organisational Development Consultant in the Public Service Division (PSD), Prime Minister’s Office (PMO), Singapore. In his current role he supports

large system change in and between public service organisations to realize organizational effectiveness and employee engagement, as part of the Public Sector Transformation initiative.

Prior to this, and as a career naval officer, Karuna was the Deputy Head of the Center for Leadership Development in the Singapore Armed Forces (SAF), a position he held for a decade. In that time, he led organization-wide leadership, learning and knowledge management programmes. He is credited with architecting action learning and the military lessons learnt process, implementation of the leadership coaching conversations, introducing organisational storytelling and gamification.

2©2015 Information and Knowledge Management Society. All right reserved.

Karuna is the inventor of several storytelling models. One of his models, the 251, was presented in the US, is currently in use in the SAF, and also the United Nations. With his narrative expertise, he led the SAF team to 1st place with the entry “Decisive Combat” at the 2013 Serious Games Global Showcase. In a testimonial from CLD on retirement, Karuna was acknowledged as a global leadership development expert.

Karuna is the current President of the Information and Knowledge Management Society of Singapore (iKMS). Under his leadership, iKMS as a non-profit organization has grown in membership, introduced new and innovative KM initiatives,

and has seen increased interest and participation. He is often consulted on KM ideas, initiatives and strategies.

Karuna gained a PhD in Business and Management researching Leadership and KM, an MSc (KM), researching Workplace Learning and KM, several postgraduate diplomas, and a first degree in Business. He is a trained Erikson Executive Coach, certified facilitator, and certified Performance Technologist. He is also involved in the NUS Business School as a leader mentor, and has previously taught in the KM Masters Programme in NTU.

Karuna is often approached to keynote and run workshops on Leadership, KM and organizational storytelling. To date,

he has shared in more than 50 such events in Singapore and internationally including USA, UK, Germany, Middle East, India, Hong Kong and Malaysia. During the Global Learning Summit in 2012 he was voted as best presenter. He has also published several book chapters and numerous conference papers.

26 June 2015

OUR MISSION

To increase the awareness, understandingand application of information and knowledge

strategies, knowledge management systems,

processes and practices, so as to strengthen

learning, productivity and innovation in

organisations in Singapore.

3©2015 Information and Knowledge Management Society. All right reserved. 26 June 2015

“UNLOCK LATENT TALENT FOR THE 21ST

CENTURY” – KLAUS SCHWAB WORLD ECONOMIC FORUM

“Indeed in a future of rapid technological change and widespread automation, the determining factor – or crippling limit – to innovation, competitiveness and growth is less likely to be the availability of capital, then the existence of a skilled workforce”

“All must rethink what it means to learn, the nature of work, and the roles and responsibilities of various stakeholders in ensuring that workers around the world are able to fulfill their potential.”

©2015 Information and Knowledge Management Society. All right reserved. 426 June 2015

OUR SMART NATION VISION

5

“We are making a home for all

Singaporeans – young and old, not

just technology-savvy, but everyone.

We want to transform our lives for the

better, and we have what it takes to

achieve this vision. This is our country, this is our future… Imagine it, let’s

decide on it , let’s make it happen.”

– PM Lee

Smart Nation will improve the quality of lives for all by

leveraging on technology as an enabler


https://www.youtube.com/watch?v=h3MKSWt3Bqw

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A VISION FOR SMART TVS

“Everyone has got their own personal devices but I want to go

beyond each of us individually looking at our own devices…

Let’s not forget that at the end of the day, we want to build

communities, we want people to share common interests,

common experiences and to build that sense of unity and cohesion which is so essential, even in the Internet era.”

- Minister Vivian, Internet of Things Asia Conference (8 Apr)


7

LEADERSHIP

©2015 Information and Knowledge Management Society. All right reserved.

As a process of influence, towards achieving the

desired outcomes, and by doing so, inspiring

commitment and improving the organisation.

LEADERSHIP when practiced at ALL levels in an

Organisation will lead to LEARNING, as a matter of

practice.

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LEADERSHIP & KNOWLEDGE


The Ship is a COMPLICATED

system!

Does training

equal knowledge?

How much can

one really know?

Especially when

there is so much to know!

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Naval Operations

are COMPLEX!

How do teams

create

knowledge? How

can the Leader better lead his/her

team? Especially

when he/she

clearly cannot know everything!

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10



The Sea is

UNCERTAIN given

tides, currents,

pressure, wind,

cloud and swell.

How does the

Leader behave

when clearly

he/she will know

very little. How

does he/she lead hundreds of crew

members?

26 June 2015

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DRIVERS OF CHANGE IN ORGANISATIONS


Environment

Marketplace Requirements for Success

Business Imperatives

Organisational Imperative

Cultural Imperatives

Leader and Employee Behavior

Leader and Employee Mindset

We need more than

traditional KM Audits,

Strategies and

Masterplanning to really get

people to lead, learn and

grow their knowledge!

WHAT BELIEFS, ATTITUDES &

BEHAVIORS DO LEADERS &

EMPLOYEES HAVE

TOWARDS KNOWLEDGE?

Ackerman and Anderson, 2002

26 June 2015

“7 OUT OF 10 CHANGE PROGRAMMES FAIL”

Reflection: Encouraging critical reflection and self-reflection. By critical we mean 'objective and non-judgemental' not 'criticising’. Encouraging the individual to stand ‘outside of themselves’ and to objectively appraise their own taken-for-granted opinions and beliefs.

Engagement: Inviting the individual’s willingness and motivation to cooperate with the change process as opposed to imposing it upon them. Potentially you are asking the individual to change at a deep level so it will require integrating with their values and beliefs. Ultimately their heart will need to be in it not just their mind. You cannot make someone change!

Support: Lastly, through creating an environment that supports individual change, creating the space for individuals to process the impact of the change for them. Allowing them time to reflect, for example, on questions such as 'what are the implications for me?' 'how does it fit with my current values?' and 'how do I feel about the change?' This comes down to operating at an individual level, not just a group one.

©2015 Information and Knowledge Management Society. All right reserved. 12HR Zone 2015

26 June 2015

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WAYS OF ORGANISING FOR WORK


Workplan & Tasks“I was directed to

complete this, so I do

this, you do that, lets

get it done”

Matrix Organisation“Based on your work

responsibilities/scope,

you will work for

him/her and also for

me, give your time

and get it done ”

Collaborative Groups“Everyone knows better,

lets all get together to

discuss what we need to

do”

Engagement

Pe

rfo

rma

nc

e

Agile “Knowledge Based” Teams“These are the best

people, based on their

experience and

expertise, to get this

done”

“O

RG

AN

ISA

TIO

NA

L EFFEC

TIV

EN

ESS”

“ORGANISATIONAL HEALTH”

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POTENTIAL EFFECTS


“BOUNDARY

MANAGED”

“WORK STRESSED”

“PEOPLE HAPPY”

Engagement

Pe

rfo

rma

nc

e “KNOWLEDGE READY”

“O

RG

AN

ISA

TIO

NA

L EFFEC

TIV

EN

ESS”

“ORGANISATIONAL HEALTH”

26 June 2015

LOGOS

LOGICAL

KNOWLEDGE

Persuading by

the use of

REASON

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UNLOCKING KNOWLEDGE WORKERS AS KNOWLEDGE

LEADERS IN KNOWLEDGE ORGANISATIONS!


ETHOS

We believe

people whom we

RESPECT

CREDIBILE

LEADERSHIP

PATHOS

Persuading by

appealing to

EMOTIONS

EMOTIONAL

LEARNING

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KM & CHANGE LEADERSHIP

KNOWLEDGE

LEARNING

CHANGE

LEADERSHIP

OR

GA

NIS

ATI

ON

AL

EFFEC

TIV

EN

ESS

ORGANISATIONAL HEALTH

26 June 2015

KNOWLEDGE READY ORGANISATION

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An Organisation in which collective

knowledge leadership is promoted and

demonstrated, resulting in the development of

knowledge strategies, implementation of

knowledge systems, design of knowledge

processes, promotion of knowledge practices

and regular evaluation and validation through

knowledge metrics in pursuit of organisational

goals for business excellence.

26 June 2015

AWARD CRITERIA

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Strategy

Leadership

Culture

Process

Technology

Impact

iKMS recognises and respects that every Organisation is different. Therefore

we have resisted the temptation to provide a set of “checklist based” sub-

criteria to guide submissions. What is required is detailed description of

intent, concept, design and effects in each of these six categories.

What is

Different

APQC KM Strategic

Assessment Matrix

26 June 2015

MAKE Awards

CHANGE LEADERSHIP IN

KNOWLEDGE READY ORGANISATIONS

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LEADERSHIP when practiced at ALL levels in an

Organisation will lead to LEARNING, as a matter of practice

LEARNING can be designed at 3 levels – Individual,

Team and Organisation, and creates KNOWLEDGE as a

matter of process

KNOWLEDGE when created needs to be transferred

and integrated, and when harnessed creates GROWTH, as

a matter of system

GROWTH is what LEADERSHIP wants, and must be

measured to strategise organisational knowledge potential

26 June 2015

CHANGE LEADERSHIP

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LEADERSHIP LEARNING KNOWLEDGE

ORGANISATION -Sponsorship

-Strategy

-Ownership

-Climate &

Conditions

-Stories

-System

-Resources

-Repositories

-Documentation

-Narratives

TEAM/WORK

GROUP

-Coaching

-Facilitation

-Mentoring

-After Action

Reviews

-Project Planning

-Timeouts/Retreats

-Lessons Learnt

-Stories

INDIVIDUAL -Reflection -E-Learning

content & tools

-Expertise

-Tacit Knowledge

-Stories

26 June 2015

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Leadership & Management

iKMS KM TALK on 26 June 2015: KM Change Leadership by Dr. Karuna Ramanathan