1. LEVERAGING KNOWLEDGE TO UNLEASH A CULTURE OF INNOVATION THE ACT KNOWLEDGE MANAGEMENT FORUM 5TH ANNUAL CONFERENCE David Rymer, Director Know-How Minter Ellison October 2004

2. Why Emergence as a strategy? Applying complexity Organisational DNA Cultural dynamics Innovation Implementation models Work in progressOUTLINE

3. EMERGENT STRATEGY Realised Strategy Unrealised Strategy Emergent Strategy Intended Strategy Deliberate Strategy Henry Mintzberg: The Rise & Fall of Strategic Planning

4. PROBABILITY Definition: Probability = the % of time an outcome happens Event = single occurrence Outcome = result of an event Implications: Field multiple initiatives to mitigate potential delays/roadblocks Select final solution late to manage risk/turbulence

5. APPLYING COMPLEXITY

6. KNOW-HOW ARCHITECTURE Know How Strategy (Emergent) Business Drivers Infrastructure (Elements) Capability (Enabler) Technology Infrastructure (WCMS, databases, eRoom, SDX, e-work) P & C Collaboration SNA Communities Networks Champions Content Precedents Library Stories Taxonomies Client work Commercial Discipline Costing BI process Know How Organisation (Innovations, Know-How Operations, Divisional KHC’s) Organisation (Facilitator) Process Tran’s Maps Change Mgt PM Reviews Pipeline Fill R & Recog’n

7. CULTURE

8. WHAT IS ORGANISATIONAL CULTURE? Culture is: The way work is organised and experienced How authority is exercised & distributed How people feel rewarded, organised & controlled Values and work orientation Degree of formalisation, standardisation & control Scope for individuality, risk-taking and initiative Emphasis given to rules, procedures and results, Team or individual work

9. FOUR BASES OF ORGANISATIONAL DNA MINTER ELLISON = PASSIVE AGGRESSIVE Most companies are dysfunctional! Neilson. Pasternack, and Mendes Booz Allen: strategy+business Winter 2003

10. CULTURAL DYNAMICS Typical legal traits: Risk averse, change resistant Revenue focused (billable hours) Trained to deconstruct not create Decisions often ambiguous & not communicated Anti-managerial 6 min blocks LOUIS XIV SYNDROME

11. PLAY THEORY Play Theory allows us to safely explore: Our physical environment to learn how new ideas and tools work. Social interactions and the spaces in between. (Reflecting on new experiences can help teams learn to adjust to an intervention.) The new, the unfamiliar and the evolving without incurring performance penalties. In play, there are no REAL consequences

12. CHANGE IMPLICATIONS From: Managing things Single lawyer My way My team Struggle to survive “Can we” To: Managing complexity Team view Standard portfolio X functional team Collaboration “Should we”

13. INNOVATION

14. IDEAS ARE WILD IDEAS ARE WILD... Ideas demand: Anticipation Boundary spanning Probing for fit Seeding experience Pilots Prototyping Sense making Transferring experience Skunk works

15. APPRECIATIVE ENQUIRY (Ludema J.D., Cooperrider D.L. & Barrett F.J. 2001 in Reason P. & Bradbury H. (eds) Handbook of Action Research. Sage, London) Discovery Appreciating “the best of what is ” Dream Envisioning “what could be” Positive Topic Choice Design Co-constructing “what should be” Destiny Sustaining “what will be”

16. ITERATIVE APPROACH

17. OPENING UP TO NEW EXPERIENCES

19. MBOT MANTRA MapBuildOperationalise Transfer

20. PROGRESS REPORT

21. Enablers include: Futures Emergence Champions & advocates Self-organising teams Physical environment Strategic conversations Storytelling Collaboration Social networks Reward & recognition PROGRESS REPORT Minters: ? !!! 50% X 25% 50% X

22. Enablers include: Mentoring & coaching Implementation model Search engine Business process mapping & re-design Change management Environmental scanning Taxonomies & thesauri Workflow automation Intranets Document management PROGRESS REPORT Minters: 75% 25% 50% 25%

23. “Better to light one candle than curse the darkness.” Ken Wilber Futurist

24. QUESTIONS? David Rymer, Director Know-How david.rymer@minterellison.com