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Crazy Wisdom


May 8, 2023

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

https://guruscan.nl/

  • 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
    • 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