【正文】 ovation, etc. – Pretest survey on employee sample for reactions ? Determine causes of fragmented works – ., physical layout, workflow, job description, leadership style, knowledge attitudes, etc. Adapted from Cross, Nohria, amp。 Parker 2022 169。 86 Improve connectedness and unplug bottlenecks internally ? Reevaluate design of teams, roles, etc. ? Rethink work processes and provide support ? Reassign tasks, rotate individuals, etc. ? Shift responsibilities Department 1 Department 2 169。 87 A variety of tools ? Competence system ? Recruiting ? Incentives ? Networks ? A visionary anization Competence Management Motivation Management 169。 88 Nurturing a visionary anization A framework A wellconceived vision consists of two major ponents: (2) What we aspire to bee, achieve, amp。 create (changing) Collins amp。 Porras 1996 (1)What we stand for amp。 why we exist (constant) 169。 89 1) Why we exist and what we stand for Mission / purpose ? The anization’s reason for being – not a goal or a strategy ? Captures the soul of the anization and should last “a 100 years” ? Can never be fully realized – but inspires change and progress ? Is the star on the horizon – seen and to be chased forever 3M To solve unsolved problems innovatively Merck To preserve and improve human life Walt Disney To make people happy WalMart To give ordinary folks the chance to buy the same things as rich people Collins amp。 Porras 1996 169。 90 1) Why we exist and what we stand for Core values ? A small set (often no more than 5) of guiding principles with intrinsic value and importance to those inside the anization ? Stand the test of time, even when circumstances around change ? Cannot be forced upon people – must be shared at the outset Merck Corporate social responsibility Sciencebased innovation Honesty and integrity Excellence in all aspects of the pany Profit, but profit from work that benefits humanity Collins amp。 Porras 1996 169。 91 1) Core values You gotta remember that we’re hired to be stars here and not to be team players. Researcher at a high technology firm Sometimes I get calls from other offices. It feels weird if I don’t know the person. I like to help them only if I know them. Programmer at software multinational One of our core values is teamwork. 99% of the time if I ask anyone for help anywhere in the pany, I’ll get it. Researcher at a high technology firm 169。 92 2) What we aspire to bee, achieve, and create Big Hairy Audacious Goal ? A challenging and stretching goal to stimulate progress ? Serves as unifying focal point of effort and acts as a catalyst for team spirit ? Has a clear finishing line ? But takes 10 to 30 years and only 50 to 70 percent probability of achieving ? “We can do it” WalMart (1990) Bee a 125 billion dollar pany by the year 2022 Nike (1960s) Crush Adidas Collins amp。 Porras 1996 169。 93 But ensuring widespread understanding across the anization is a difficult task Management’s conception Programmer reality Vision ?Best global pany ?Best function Values ?Professionalism ?Creative problem solving ?Responsibility ?Creating new solutions Icon Medialab 169。 94 Cultural differences add yet another challenge An important role of HR is to teach employees the Ericsson way of doing things. In Finland, most people have a similar mindset so this happens naturally. In Russia and China, more attention is needed to using more formal practices to make sure this acculturation occurs. 187。 HR manager, Ericsson Corporate Stockholm Fey, Pavlovskaya, amp。 Tang 2022 169。 95 ? Performance appraisals recognizing and rewarding key working activities at individual and unit level ? Management support for informal and formal working activities including those crossing both internal and external boundaries ? Extensive socialization: personnel rotation, crossoffice teams ? Management mitment throughout anization ? A visionary anization – Clearly defined mission: ”To make technical contributions for the advancement and welfare of humanity” – Pervading core values, ., teamwork – Companywide goal of World’s Best Laboratory HewlettPackard (1990s) 169。 96 Aligned operations provides results Com pany A Ramp。D Ericsson Ramp。D HP Ramp。D G l obal k now l edg e f l ow s 3 1 2 % Rev enue f r om pr oduct s dev ’d in last t hr ee y ear s 3 1 1 Speed, t i m e t o m ar k et 2 3 1 End c ust om er sat i sf act i on 3 2 1 1 Superior performance 2 Medium performance 3 Poor performance 169。 97 ? Profitable growth through higher efficiency and innovation – Preventing the waste of valuable resources avoid reinventing the wheel – Ensuring the use of leadingedge technology and thinking across the firm – Increasing customer satisfaction through shorter leadtimes and consistent behavior – Creating a petitive cost structure – Facilitating breakthrough and incremental innovations through bination of technologies and ideas from across and outside the firm ? An attractive workplace that encourages crossfunctional cooperation across the globe – Attracting and retaining key individuals What are the benefits of knowledge management? 169。 98 Global strategy Aligning operations increases success Competence Management Motivation Management KM 169。 99 Interested in learning more or better yet, participating in a research study? ? Contact me at ? Selected publications by others ? Hustad, E. amp。 Munkvold, E. 2022. ITSupported Competence Management: A Case Study at Ericsson. ISM Journal. ? Fey, C., Pavlovskaya, A., amp。 Tang, N. 2022. Does One Shoe Fit Everyone? A Comparison of Human Resource Management in Russia, Chin