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Welcome to the Melcrum KM Newsletter
In the latest issue of KM Review, Victor Newman, director, The Knowledgeworks, explains the Four Innovating Behaviors Model:
"A leader responsible for an organization's strategic knowledge management (SKM) needs to understand and work across at least four types of complementary innovating behaviors."
"When planned for, identified and balanced correctly in individuals and throughout organizations, these behaviors can promote and facilitate a culture of discontinuity, resulting in continuous innovation. It's the job of leadership to identify and recognize these behaviors and ensure an organization has the requisite balance."
The four behaviors are:
1. Creators
Creators are those individuals that develop ideas with the ability to create instability within organizations and markets. As soon as their idea becomes a stable prototype, they lose interest and want to move on to the next idea.
Creators are the source of dramatic innovation and view the existing stabilizor technologies of steady improvement (below) as irrelevant when compared to the dramatic possibilities to be gained from transformation through new ideas.
2. Stabilzors
Stabilizors manage their work systematically, focusing on improving the performance of processes by reducing unwanted variation. They like making things predictable and consistent and tend to focus on the familiar, reinforcing existing business formulas and avoiding ambiguity.
Stabilizors view the creator's inability to go beyond demonstrating their prototype ideas as unsound.
3. Implementors
Implementors act as the intermediary between creators and stabilizors. They're always hungry for the next idea, have a strong sense of where the organization and market is going, and constantly search for new ideas to solve new problems that the stabilizor hasn't even thought about.
Implementors work with creators to stabilize their prototype ideas and then to package their prototype to make it possible to sell to the stabilizors, who in turn develop the workable versions and necessary delivery systems. The implementor is key to turning ideas into new market value.
4. Navigators
Lastly – and of critical importance – the navigator creates the context and licence for the first three behaviors and is the necessary map-maker for SKM. Navigators operate within the world of the big picture and strategic decision-making.
Navigators understand the time-based nature of strategies and opportunity, and continually construct new maps that show where the organization has been, choices that are emerging, the changing nature of competition and the new journey that has to be undertaken. Navigators have a track record of creativity and understand the nature of continuous innovation and the dangers of obsolescence.
Navigators understand the importance of making early decisions, being ahead in market trends and communicating the rationale behind key decisions to gain commitment.
Best regards,
Alex Manchester
Editor
alex.manchester@melcrum.com
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What's in the current issue of Knowledge Management Review?
- Defining training and learning at Lloyds
- Creating long-term value as chief knowledge officer
- Evolving a traditional government intranet site
- Innovating with employee videos at IBM
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