Crazy Wisdom
What percentage of knowledge for business is like riding a bike? - Bart Verheijen: Guruscan
- knowledge management
- organizational learning
- tacit knowledge
- business strategy
- information management
About this episode
Bart is the founding Guru at GuruScan | International Knowledge Management speaker | Makes Knowledge driven business decisions and helps enable the customers to do
https://www.linkedin.com/in/bart-guruscan/
Guruscan website
- What is knowledge management?
- Knowledge is a lot more than information
- Information is content
- Knowledge is explicit and implicit knowledge
- Knowledge Management strategy
- Shell
- Connecting people to people,
- Connecting people to content
- Community of practice
- Lessons learned, what did we do and how well did we do it?
- Forward-looking thing: how can we integrate learning and development? Learn about where we want to go
- This makes me excited to be a part of KM
- Skills that are really hard to make explicit
- Fingerspettein
- Riding a bike, talk to someone about riding a bike
- Keep on pedaling, look forward, and find your balance, these are all processes that can't be taught
- You can’t read how to ride a bike
- What percentage of knowledge for business is like riding a bike?
- Specific use cases; a lot of research
- 20% is explicit and 80% is actually stuff people are doing
- Then not ending up in the final
- 95% implicit in the particular case of tacit knowledge
- Is the role
- Thousands of people; how do you communicate with them
- Complex environment and things are changing in
- Solving complex problems is when you want to get people together
- Prehistoric groups
- There was cross-group and collaboration
- Strangers interacting
- 1-2 years now for
- 10-15 years of experience as specialist
- After a while, its interesting to hear how people have feelings about whether things are wrong
- Intuition says something is wrong, and then finds the thing that is wrong
- No textbook is going to tell you what is wrong
- Concept is called Dunbar number, robert dunbar, British anthropologist
- 150 people; the people with you can have a meaningful relationship
- High school friends are replaced with work friends
- Changes over time but the limit
- Social grooming, what their parents are doing, what are they doing
- If you want to expand you are not going to be
- FDR had 44,000 people in
- The level of leadership changes, and remote work
- As a CEO of a 20K person company
- Methods for
- Organizational network analysis
- Knowledge Map of the organization
- Connect people with very similar of knowledge.
- Find people to really like to exchange with
- An idea is network
- Bart is in Amsterdam
- Not totally remote
- Gitlab as an example
- Remote work as asynchronous
- Being able to work asynchronously in productive
- Large organizations
- Monday morning you have the standup
- Large organizations in tons of synchronous meetings
- Lockdowns the whole workspace
- Feeling productive vs not feeling productive
- Status report
- Alignment and updating people
- That's the big challenge
- Large organizations
- The furthest in Async first
- Async needs to be changed
- If you can’t have that meeting, what would you do?
- Internal organization
- A lot of people who make money running the organization
- IIf you are up to 60 or 70 people because there is no overhead
- If you need to arrange something you need to
- Staff departments at 150
- Institutional
- Staff departments
- Especially, growing the company as an incentive
- How do you work smarter, not harder?
- Our department
- In organizations, the hard thing is to make sure that you don’t reduce complexity,
- If you reduce the complexity
- Requisite variety, adapt to all the changes that are coming from the outside of the world
- Balance exploration and exploitation
- If you don’t exploit then you don’t the money
- Exploration is the future of the company
- How much money, time, effort and people?
- How much money should we invest in R&D?
- Insane amounts of money
- Every company should do in more exploration
- Changing processes is usually not considered R&D
- Changing your organization to better fit future
- Political aspect
- Produce 50 or 60% of all the semiconductors
- Flat screens
- LED lights have semiconductors
- European Union has different regulations
- Huge fabrication tension of where
- ASML
- TSMC
- The flow of money spent on the
- Governed by Moore laws
- The number of transistors on a square meter would double every year
- Fit the developments into the computer chips
- Pentium processors went faster than Moore’s laws
- How many people work in semiconductors?
- Ultraviolet lights
- Collaborations
- Semiconductor stuff, how to do the knowledge management?
- Work together with SAIS, German lens company
- SAIS maybe made an investment in that
- Seimer integrating with the equiptment
- Global recruiment that they do
- Optical engineering
- Thats the most important thing
- With customers and suppliers
- Crash in 2009 and 2020
- Apple, Intel, and Samsung
- Flagship model
- The chain is so fragile
Episode transcript
Welcome to the Crazy Wisdom Podcast. This podcast is for you. If you have an insane drive to find the truth of things, it's not the good answers that we seek, but the good questions. I interview a range of different guests from many different fields, all with the intention to uncover the simple truths that are hidden in plain sight. Most people don't want to go there. I go there, my guests go there and you benefit. Please let me know if you enjoy these episodes and as always, subscribe on itunes, Spotify or wherever you listen to the podcasts. Welcome to the Crazy Wisdom Podcast. My guest today is Bart Verheyen. He is the founding guru at guruscan International knowledge management speaker and he makes knowledge driven business decisions and helps enables his customers to do so as well. So welcome to the show.
Yeah, very excited to talk about knowledge management. You've been making some very interesting posts on LinkedIn and would love to just dive right into that. And what's your take on what knowledge management is?
Wow, that's a. That's a big question to get started with. So to sort of frame that question a little bit, I would say for me, first off, knowledge is a lot more than information. Sometimes people think knowledge is about just information or content knowledge is about a lot more. Knowledge is also about what people know. People in the organization are people in the broader network of the organization. So then thinking about knowledge management there is a part which is concerned with the content or the explicit knowledge. If you more into the knowledge management jargon and they part that's more with the tacit knowledge. I really like the idea that was coined. I think it's the knowledge management strategy that was first initiated by Shell, so the Dutch or now it's British, they moved to Britain Petrochemical company and they basically said that knowledge management is connecting people to people, people to content, communities of practice. So groups of people that have a common interest or background and it's lessons learned. So looking backwards like hey, what did we do and what did we learn from it? And then within those four pillars they had like a lot of activities and projects and so on. I think that is a very well defined way of approaching it. And you could fit almost any knowledge management initiative or project in at least one of those four pillars. And I really like that there's a big emphasis on people, like people to people, people to content, communities of practice, which is basically a group of people and lessons learned, which is basically people looking backwards. I would like also to have a more forward looking thing in there. Like how can we sort of develop and integrate more with learning or learning and development, which is very often like a corporate stance, but have people learn and learn towards where you want to go as an organization. I think that's also a very powerful promise of knowledge management.
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