開啟變革：日本的知識驅動型增長之路.pdf

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1、UNLOCKING CHANGETHE JAPANESE APPROACH TOKNOWLEDGE-POWERED GROWTHNAOKI OGIWARAManaging Director,Knowledge Associates JapanProfessor,Tama Graduate School of BusinessThe Session ScopesJapanese KM Approach:“Ba-driven”knowledge management to enrich existing KM systemsthrough collaboration and tacit knowl

2、edge sharingChange Management 1:Identify and empower“Dynamo”individuals as catalysts forknowledge-driven transformationChange Management 2:Buildtheconditionsforsustainablechangebycreatingenvironments where knowledge naturally flows and growsExploretheseprinciplesthrough two case studies:Fujifilm Med

3、icalHitachi-GE Nuclear Energy2My Background:East Meets West in KMl25+year career in Knowledge,Change and Innovation Management Worked closely with late Prof.Nonaka for 25 years Senior KM Consultant,KDI Fuji Xerox(2000-11)Director,Research&Planning,Asian Productivity Organization(2014-16)Managing Dir

4、ector,Knowledge Associates Japan(2016-)Professor,Tama Graduate School of Business(2023-)Executive Director,Japan Innovation Network(2020-)EastWest Worked closely with late Larry Prusak for 20 years Global KM Benchmarking Study(2001-07)Researcher,Babson Working Knowledge(2007-08)Senior KM Officer,The

5、 World Bank(2011-14)Director,Knowledge Associates International(2016-)3Scope 1.Japanese Approach on KnowledgelRooted in the view that knowledge is inseparable from individuals andorganizations,and emphasizing tacit knowledge,Japanese KM focuseson knowledge creation and the concept of Ba,as developed

6、 in the SECImodel by Prof.NonakalIn everyday Japanese,Ba refers to a place,space,or setting,and isused broadly to describe:Physical spaces(e.g.,a workplace,meeting room,event site)Situational or relational contexts(e.g.,atmosphere,social dynamics)lBa goes beyond physical spaceit also represents the

7、intangibleenvironmentswherethingshappen,includingemotionalandinterpersonal dynamicslJapanese KM emphasizes the design of effective Ba to enableinteraction and connection,through which knowledge can flow andevolve across the organizationSocializationExternalizationCombinationInternalizationTacit-KTac

8、it-KTacit-KExplicit-KTacit-KExplicit-KExplicit-KExplicit-K4Scope 2-1.KM is all about change,butlAPQCs survey shows that change management skillsets is required themost for KM teamsN=321Source:“2025 KNOWLEDGE MANAGEMENT PRIORITIES AND TRENDS Survey Report,”APQC,January 20255Scope 2-2.How much do we k

9、now about change mgmt?Mindset ChangeBehavioral ChangeCultural ChangeOrganizationalResultslBut many managersespecially in Japanmisunderstand howorganizational change takes placelBelow is a commonbut ineffectivesequence for driving change6Scope 3.Driver of change:“Dynamo”individuals1.Purpose-driven Gu

10、ided by a bold mission for the common good2.Action-orientedLearns by doingon the ground,in the real world.3.Possibility MindsetSees what could work,not why it wont4.Passionate EnergyBurns with beliefeven when the odds are tough5.InspirerMoves people with vision and passionturning them into allies6.B

11、old&ResilientActs with courage,unfazed by norms or doubt7.Empathic ListenerFeels with others and thinks from their view8.Boundary CrosserBlends ideas and people across fields,teams,and borders9.Curious&PlayfulThinks like a childcurious,bold,and joyfullWe identified Dynamo individuals as catalysts fo

12、r knowledge-centric and transformational changeespecially in the early stagesNine Essential Qualities of a“Dynamo”Source:“Dynamo Revolution,”Naoki Ogiwara et al.Nikkei BP,20217Japanese Case Study 1 FUJIFILM MedicalJapanese Case Study 2 Hitachi GE Nuclear EnergyWhat We Discovered through KM in Action

13、Ba-Driven KM A Human-Centered ApproachlTacit knowledge cannot be transferred through systems aloneit requires shared context,time,and spacelJapanese-style KMgrounded in Ba,the SECI model,and person-to-person trustoffers deep insights into how tacit knowledge isshared,transferred,and appliedlKM is no

14、t just about managing knowledgeits about creatingspace,building trust,and enabling interactionlIntegrating Ba-driven KM into your existing initiatives canenhance collaboration and unlock the full potential of yourknowledge assets26Why Dynamos MatterlChange doesnt start from systemsit starts from peo

15、ple with purpose andpassionlDynamos lead from within,without formal authority,by example and convictionlIdentifying and empowering Dynamos accelerates both knowledge transfer andcultural transformation,especially in early stages1.Purpose-driven Guided by a bold mission for the common good2.Action-or

16、ientedLearns by doingon the ground,in the real world.3.Possibility MindsetSees what could work,not why it wont4.Passionate EnergyBurns with beliefeven when the odds are tough5.InspirerMoves people with vision and passionturning them into allies6.Bold&ResilientActs with courage,unfazed by norms or do

17、ubt7.Empathic ListenerFeels with others and thinks from their view8.Boundary CrosserBlends ideas and people across fields,teams,and borders9.Curious&PlayfulThinks like a childcurious,bold,and joyful27Principles of Change Act First,Then BelievelMindset doesnt change firstaction does.So let them exper

18、ience actionlThrough action,they learn.Through learning,their mindset shiftslWhen enough people change their behavior and beliefs,the culture followsPlant the flagRally the DynamosTrigger actionReflect and shift mindsetCelebrate small winsLet the majority joinShape the environment for lasting change28THANK YOU SO MUCHNAOKI OGIWARAManaging DirectorKNOWLEDGE ASSOCIATES JAPAN