The
course is based upon ideas contained in the Know your value? Value what
you know book and Leading the Organisation to Learn written by Mick Cope and published by the Financial
Times.
Know your
value?
– Value what you know
You wish to optimize your (or your team or organizations) knowledge processes
You need to help people understand how to better manage their personal knowledge
You would like to explore what
untapped potential resides in the team.
Accountancy firms are grappling with a new employee principle, that employees represent value not cost. Over the past decade the big four accountancy firms have charted a profound change in the way which companies are valued. In 1990 the bulk of the company's worth could be gauged by totaling up the company fixed assets and adding a token amount for goodwill. Now the largest capitalization is intangible - principally the talent, knowledge and teamwork of the company. Figures from E&Y show that the proportion of market value accounted for by intangible can be up to 95%.
All of this points
towards a significant change in the way that people ‘Earn and learn’. However,
little thought has been applied to how this change is managed at individual
level. The paradox is that people actively manage their time at a micro level
but often fail to place the same energy and focus in managing their personal
capital.
This course breaks through the hype surrounding Knowledge Management to tackle the real issue that organisations face as they try to recoup the investment in information systems. Knowledge Management is not just about systems, processes and communication plans! It is about helping people understand how to manage their personal intellectual capital. The course introduces a new tool called the K-ProfileTM. This will help individuals make knowledge choices that enhance their personal market value and companies understand how they can exploit the collective business capital.
Consider over the latter part of the century how different management principles have emerged and combined into a professional discipline. Of all the skills that a professional is expected to hold, time management is somewhere to the fore. This personal discipline can be seen to blossom, even from school. As children we are forced into the discipline of blocks of time at school; at college, one of the first guiding rules offered by the tutor is about the need to manage study time; and at work, some people now micro-manage themselves down to the minute. In this rush to manage time, where is the desire to manage knowledge? I suggest that it is generally subordinate to time in terms of importance. However, I can create a greater market value by selling one hour's worth of knowledge than I can one hour of my physical time.
Step back in time 20 years and the notion that you might attend a time management course as part of your personal development might have been deemed crazy, costly and unnecessary. However, as the value of time has increased, so companies now recognize that people have to be trained how to use time more effectively. In the same way that it has become accepted that people need to manage their time to become effective, so we must shift to a map where knowledge management is seen to be just as important. We must shift to a stage where knowledge management courses – programmes where people are taught how to map, measure, manage and market their personal capital – are of critical importance.
Knowledge is now as critical as time and in many cases more important. As we move to a knowledge-based economy, so the pressure will be to manage capital more effectively. To the point where the capability to effectively process knowledge at an individual level will provide a commercial differentiator for the company. In the same way that people now manage their time, we need to develop a business ethos where people also create and manage their personal capital.
The K-Profile is a practical tool that will help enhance your
capability to learn, map, manage, measure and market your talent. To build on
the insight the K-Profile offers about your personal management processes you
might consider some of the following questions:
What is my personal talent and how do I optimise it?
What filters do I use that enhance or block
my ability to acquire talent?
How do I create new knowledge?
What investment strategies do I employ that
ensure I acquire value added knowledge?
How effective is my memory as a storage
system?
How do I use systems to retain
information?
How do I store knowledge in partnership
with other people?
Have I developed my capability to
unlearn?
What strategies do I have to ensure that I
can modify knowledge on my terms rather than being forced by someone
else?
What explicit and intuitive processes do I
use to share and transfer knowledge with colleagues?
To what extent do I buy and sell knowledge
as a tradable entity?
How do I use communities of interest to
amplify and enhance my personal capital?
Can I place a market value on my personal
capital?
By the end of the programme the delegates will understand how to:
Enhance personal and company value through the identification of hidden value.
Give visibility to knowledge processes that are typically hidden and often unmanaged.
Optimization of the company talent pool.
Help people understand how to turn knowledge into market-focused propositions.
Enable knowledge workers to acquire the freedom and autonomy they need to take responsibility for personal talent management.
Enable the company to leap into the k-economy by placing emphasis on actions and processes that enable to the flow of knowledge and information.
Identify and
eliminate areas of knowledge liability.
“I had long been
aware that I needed to do something about managing my personal knowledge, and
had even come across ways to do it before, but this is the first thing that
has prompted me into actually doing something - powerful stuff!"
It offers a significant challenge to us all - to proactively micro
manage our knowledge activities to improve ourselves and achieve the goal of
improved delivery. I have been inspired by the book to be far more rigorous in
deciding what knowledge I need to acquire; how I will achieve this and then to
deliver on the promise”
“This has made a significant contribution to the development of
knowledge management thinking by turning it into a construct that each and
every individual can use.”
“If you are looking for a rigorous approach to knowledge
management, look no further.”
“The missing link! An invaluable framework and powerful stimulus for us all, in taking ownership of our own learning and knowledge management"
Anyone who
wishes to enhance either their personal ability to manage personal knowledge or
make a serious intervention into the way that their team or company optimizes
it's intellectual capital.
The following
prices are based on a delegate rate and on the assumption that the client
provides training and residential accommodation for the delegates and all tutor
costs. 2-day residential/non-residential event starting at 9am on day 1 and
finishing at 5pm on day 2 - £699 with a minimum of 10 people
|
The
course is based upon ideas contained in the Know your value? Value what
you know book and Leading the Organisation to Learn written by Mick Cope and published by the Financial
Times. |
|
(Final agenda and content agreed with client)
(c) Mick Cope