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Study Guide for: Innovation Strategy for the Knowledge Economy: The Ken Awakening

by Debra M. Amidon
Boston: Butterworth-Heinemann, 1997

The book itself is a slim volume intended to be an easy read to grasp the basic concepts of kaleidoscopic change. The focus in the new economy has changed to one beyond the former practices of quality and re-engineering to that of knowledge, learning, intellectual capital and innovation.

Thus to take the book beyond theory and individual learning to sharing and building a community of knowledge practice, there is a study guide which can be used by groups.To use it as such, the developers have suggested the following tips:

Tips for Study Groups:

1. Selecting a Study Group: Ideally, group members will represent a variety of functions in the value-systems (e.g., finance, human resources, information technology, quality, research, engineering, manufacturing, marketing, sales, service et al). Each will read the book with a different paradigm - skills, education, values, functional role, business perspective and aspirations. These are the 'complementary competencies' to be brought to bear in building the innovation capability.

2. Determining Subject Areas for Discussion: There are four basic parts of the book: Context (Chapters 1, 2 and 3), Content (4, 5, 6 and 9), Calibration (Chapters 7 and 8), and Future (Chapter 10). Discussion can focus upon each chapter individually or assignments could be made for each section of clustered insights.

3. Completing the Innovation Assessment: The assessment can be done individually, completing the radar chart in Figure 8-2. The individual reader should attempt to answer the questions to the best of his/her knowledge and vantage point in the organization. Then, the completed charts can be shared with the group. This can be done as members of the study group and/or with an extended group of managers representing leadership across functions, business units or market segments.

4. Discussing the Results: Dialogue is more important than the numbers. The particular rating someone or a group selects is not as important as the meaning behind the choice. The reason someone selects a number often represents the untapped, tacit knowledge of the colleague. Be open to non-traditional thinking of others. Sometimes one's explanation may provide a counterpoint to the discussion and open a whole new dimension of thinking.

5. Discovering Hidden Insights: Value your first impressions. There are some guiding practices, which may emerge from the discussion. It is too early to judge comments. Initially, all perceptions are valid. Through an exploration of the reasons behind certain ratings, the group may uncover insights, which could lead to alternative business strategies and improved management operations.

6. Using Imagery: The quote selected at the beginning of each chapter is intended to capture the essence of the inherent messages. Imagery, metaphors and visualization are important techniques in the knowledge economy. In the midst of such managerial complexity, people seek simplicity. The book includes several examples (such as the wellsprings metaphor, the notion of kaleidoscopic dynamics and so on). How do these - or some of your own better examples - enable you to discuss the concepts more effectively?

7. Share Your Results: The knowledge economy thrives on the sharing of insights with one another. The book describes the evolution to 5th generation business. By providing your results with the ENTOVATION Network, we are able to develop the management foundation for 6th generation. This is the essence of 'ken' - an understanding, range of vision, discovered in centering amidst chaos, sharing diverse perspectives, and applying insights for the mutual prosperity of our organization and society.

Chapter	Scope	Purpose	Discussion Questions
1. Awakening	Context	To focus on knowledge strategy as fundamental, not a fad.	Q1. What have you observed in the shift to the knowledge economy? Q2. How would you define the innovation process in your enterprise?
2. Kaleidoscope Dynamics	Context	To put change into a positive light with a mandate for innovation	Q1. Using Figure 2-1, plot where your organization is and should be. Q2. Name the relative strengths/weaknesses of different organizations.
3. Wellsprings Timelines	Context	To scope the evolution of the knowledge movement and key events and influencers.	Q1. Using the steps on pages 28-29, plot your own journey on timelines. Q2. Create an Executive Briefing package of key articles/references.
4. Community of Practice	Content	To identify the multiple functional views coming to a common language	Q1. Using Figure 4-2, describe the common language, which is emerging. Q2. Create a chart of how your function/business adds value to the others.
5. Innovation Value-System	Content	To refocus from a value chain to a system of interdependent activities.	Q1. Complete the Litmus Test on pages 62-63. Contrast perspectives. Q2. Discuss how innovation occurs in your organization - linear vs. systems
6. Management Architecture	Content	To identify the economic, behavioural and technological factors for sustainability.	Q1. Does your organization use a management architecture or framework? Q2. Create a map of your own Strategic Business Network (see Figure 6-2)
7. Internal Assessment	Calibration	To gauge the innovation capability of variables considered upstream in the innovation cycle	Q1. Discuss the ten dimensions of innovation strategy (see Figure 7-1). Q2. Answer the 5 sets of questions according to the current and desired state.
8. External Assessment	Calibration	To gauge the innovation capability of variables considered downstream in the innovation cycle	Q1. Answer the 5 sets of questions according to the current and desired state. Q2. Complete and contrast the radar chart (Figure 8-2). Determine top priorities.
9. Customer	Content	To identify ways to consider external stakeholders as sources of knowledge	Q1. Discuss your current customer interaction. Are they sources of knowledge? Q2. What is the difference between customer satisfaction and customer success?
10. Future	Future	To envision a desirable end-state and the activities required to realize future goals	Q1. Create your own Foresight Timeline (Figure 10-1). Q2. What managerial standards are emerging? Contrast with pages 141-142.

For more information on the Study Guide to The Ken Awakening or to order, see www.entovation.com/backgrnd/studyguide.htm

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