Bart is the founding Guru at GuruScan | International Knowledge
Management speaker | Makes Knowledge driven business decisions and
helps enable the customers to do
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
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
About the Podcast
The world is currently undergoing a meaning crisis. Many of the age-old dogmas, traditions, and ideologies we once drew wisdom from have shown deep flaws. Where do we go from here? Join Stewart Alsop, as he and his guests share the many lessons they’ve learned exploring this question, and as they pierce through the facade of ideology and instead seek to interact with experience as it actually is.