Knowledge Management in Monsato Group 5

KNOWLEDGE MANAGEMENT & INNOVATION

Entree 7REFKI HEDIANTOREFKI HEDIANTO

RENDIKA NUGRAHARENDIKA NUGRAHA

RHEZATAMA DWI RRHEZATAMA DWI R

RURY S.H DEMSYRURY S.H DEMSY

STEVANUS ANDRESTEVANUS ANDRE

AGENDA1.Company’s Profile

2.Mission and Vision

3.Knowledge Management

4.Knowledge Creating Company

5.Knowledge Map

6.Bollgard (case)

7.Conclusion

CREATING FERTILE GROUND FOR KNOWLEDGE at

A science-based company devoted to dis-

covering, manufacturing, and marketing agricultural products, performance chemicals used in consumer products, prescription pharmaceuticals, and food ingredients.

MONSANTO

• It would have to grow faster to remain a dominant player

• 2 major for growth by Chairman and CEO of MONSANTO, Bob Shapiro :

A. more agility in existing businesses faster recognition

B. exploitation of new business possibilities.

Positive MotivationIf no less pressing:

Here, in the midst of prosperity, the driving concern is growth.

White Spices Concept

“RADICAL DECENTRALIZATION”

•Transforming Mosanto's 4 huge operating companies into 15 Businesses•Becoming conducive to Flexibility, focus and speed of adaptation.

Growth Mission and Vision

Growth Opportunities —> Growth Enterprises

by determining the unit’s mission :

to grow existing business within business units and create new business by exploiting “white Spices” where core competencies exist to increase the overall profitability of the enterprise.

Growth Mission and Vision

The Growth Unit Vision:

"To create and enable a learning and sharing environment where knowledge and information are effectively used across

the enterprise."

Knowledge Management

Core Competencies : Apply and Build Knowledge That People Inside already have.

Change : Process - Technology - People

5 objectives:1. Connecting people with other knowledgeable people

2. Connecting people with information

3. Enabling the conversion of information to knowledge

4. Encapsulating knowledge, to make it easier to transfer

5. Disseminating knowledge around the firm

Modes of Knowledge Conversion

The Knowledge Creating Company

“Organizational knowledge creation should be understood as a process that “organizationally” amplifies the knowledge created by individuals and crystallizes it as a part of the knowledge network of the organization. "

The Knowledge Creating Company1. “Socialization”: brainstorming, discussion, and debate.

1. ”Externalization”: putting knowledge to use.

1. “Combination”: bringing together of diverse pieces of knowledge to produce new insight.

1. ”Internalization”: It happens when an individual, exposed to someone else's knowledge, makes it their own.

ps : it’s a spiral process that happen repeatedly and actively, ascending, open system structured

Thrusts in Information Management

A key to connection enabler

The Three Thrusts :

1.To create repositories (data warehouses, operational systems) to house important information, both quantitative and qualitative;

2.To cross-link those repositories so that navigation is easy and the technology is transparent to , Users

3.To improve our capabilities to perform analyses in,

The People Aspects : Network and New Role

Dynamism in the network itself, and some key supporting roles: what we have come to call"stewards" (or "shepherds"),topic experts, and "cross-pollinators. "

”Knowledge steward" can be stated in terms of Nonaka and Takeuchi's emphasis on ”upward spiral" of knowledge creation. Sustaining that spiral requires focus and resources-and this is the responsibility of the steward.

The Web of Knowledge TeamsCreating and maintaining a yellow pages guide, to the company's knowledge, and serving as points of contact for people seeking information about different subjects.

The teams must cast :a wide net, covering internal and external , qualitative, and quantitative information.

MAPPING THE WAY of EXISTING INFORMATION

Knowledge Management Methodology,

1. Map Overall Business Model

2. Information Map

3. Knowledge Map

4. Balance scorecard

Knowledge Map Knowledge map can come next, illustrating how

information is codified, transformed into knowledge, and used.

All four of these maps highlight needs for data and information storage, manipulation, and integration.

Final map is an information technology map i reflecting the infrastructure and systems needed to support the knowledge work of the organization.

This basic five-map methodology, stated here at a very high level, is the framework we intend to apply to our ongoing knowledge management effortsat Monsanto.

BollgardBollgard, which can properly be called a ”smart roduct”.

Bollgard is a new kind of cotton plant, genetically, engineered for greater defense against a pest which accounts for 8o% of cotton plant destruction in the United States.

It was awarded four regulatory approvals to sell innovative new products-this, in an industry where the typical EPA approval process has taken over eight years.

BollgardBollgard cotton produces its own insecticidal protein, 24 hours a day, in every part of the cotton plant. However, the insecticidal properties of the protein are only effective against small larvae (<8mm). Once a bollworm larva has reached the 3rd or 4th instar, the amount of protein it ingests is not sufficient to kill it.

VIDEO : http://www.youtube.com/watch?v=iL9rCXCofVo

CONCLUSION

THANK YOU!

author : Bipin Junnankar,Director of Knowledge Management at The Monsanto Company,