actualising thought leadership

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Actualising Thought Leadership From Need to Goal Setting Bolaji Okusaga

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Actualising Thought Leadership

From Need to Goal Setting

Bolaji Okusaga

1. Needs and Knowledge

Tapping into a Need for New Ideas and Innovative Thought

• PHYSIOLOGICAL• The desire

for food, shelter and clothing

• SECURITY• The desire

for safety

• SOCIAL• The desire for

acceptance

• SELF-ESTEEM• The desire

for status

• SELF ACTUALISATION• The desire for

fulfillment

Need as Basis for Motivation

• Abraham Maslow’s Hierarchy of Needs

Need Based Motivations

Existence• The need for Existence• Similar to Maslow’s

Physiological Needs

Relatedness• The need for

interpersonal and interaction to satisfy esteem and prestige

Growth• The need for Growth.• Similar to Maslow’s

Esteem and Self-actualisation needs

4

• Alderfer’s Theory of Human Needs

Need Based Motivations

Motivator• Higher level Needs• Ego and Self Actualisation Needs

Hygiene• Lower level Needs• Physiological, Safety and Social Needs

5

• Herzberg’s Hygiene-Motivator

Knowledge as Differentiator

Knowledge as basis for Shaping Reality• Experience • Know-how

Knowledge Sharing as Business Leverage• Competence• Delivery

Leveraging Higher Level Needs

Esteem

Actualisation

Types of Knowledge

Tacit Knowledge

Simultaneous and practice

oriented

Subjective Basis

Explicit Knowledge

Sequential and theory

oriented

Objective Basis

Organisational Knowledge as Basis for TL

Characterization

• Knowledge is a mix of framed experience, values, contextual information, expert insights

Context

• Organisations leverage experience and insights in designing products and service experiences

Conduction

• Beyond satisfying a need or filling a gap in society, knowledge becomes a means of attraction and differentiation.

Mapping Organisational Need and Knowledge

There is the need to understand the Need State of the Organisation and

its pursuit in support of its

need.

The is the need to map the

knowledge asset of the organization in delivering on it TL

pursuit

9

Building Tradable and Transferable KnowledgeDATA

• Observed unique sequence and patterns of events

INFORMATION

• Noted consequence of unique sequence and patterns of events

KNOWLEDGE

• Codified interpretation of consequence of unique sequence and patterns of events

Raw Processed

Iterated

Leveraging Non Balance Sheet Items

Legacy Rights and Patents

Proprietary Tools and Licences

Companywide Skills and

Competences

Quality of Management

Business Networks and Partnerships

Brand(s) Customers

Moving from Knowledge Organisation to Thought Leading Organisation

Organisational Knowledge

Organisational Capital

Human Capital

Intellectual Capital

Curated and Transferred

Relational Capital

The Link Between Knowledge Sharing and Innovation

INTERACTION AS CO-CREATION

OPPORTUNITY

KNOWLEDGE SHARING AS BASIS

FOR SHAPING PERCEPTION

• Sharing knowledge enables the capture of new information from the target audience

• The transmitter and receiver each enhancing each-others position

• In business, perception is reality• To be seen as innovative, you

need to display innovation in thought and action

Aggregating Corporate Knowledge Through Content

Branded Content• Owning and copy-

righting ideas and experience.

Content Marketing• Marketing experience

that is iterated and availing it to target audience

2. Goal Setting

Specific Measurable Attainable

Realistic Timely

Goal SettingS.M.A.R.T Principles

Who: • Who are our knowledge

resource that we want to deploying?

What: • What do we want to

accomplish?

Where: • On what platforms will we

achieve the goals.

When: • When is the time frame

are we look at.

Which: • Which are the

requirements/constraints.

Why: • Why do we want to

accomplish this goal.

Specific Goals

This speaks about having metrics in place to measure

Inputs • What are

we putting in?

Outputs • How is it

reflecting?

Outcomes• What are

we getting out of it?

Measurable Goals

This speaks of how

actionable our big-idea

is?

The goal is actionable?

How do we move it from discussion to

action?

How do we plan to make it achieve its

purpose?

Attainable Goals

This speaks of how lifelike the goal is?

Unrealistic goal are purely theoretical and have not practical basis

Realistic Goals

This speaks to the timing

elements of goal setting

A goal without a time-table for achieving it, is at best a wish-

list

Timely Goals

Outcomes of Thought Leadership

With Customers – Become a Sought-after Company• Provocative Thinking• Unique and Informed

Perspective, connecting the Customer to Information that is useful and Relevant

With Industry – Become an Authority• Immersed in industry issues• Speak to new industry

reality• Defining the future

With Regulators – Be an Advisor• Taking an advisory role• Guiding Regulatory Process

Thank you.