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Steve Kerr
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http://www.clomedia.com/content/templates/clo_cloprofile.asp?articleid=582&zoneid=4
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Companies and Industries, Organization Design
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Steve Kerr is an academic who worked for Jack Welch at GE and is now the CLO at Goldman Sachs. His insights were focused around knowledge management and learning. It was refreshing to hear an academic turn practitioner sweep away the abstract theory to concentrate on actual practice.
He started with a simple point - knowledge is a noun, learning is a verb. At the individual level, ability x motivation = performance. What causes people not to share? Why do people who are competent and ethical, not share? The barriers are hoarding, boasting, the NIH (not invented here) syndrome, and so on.
You have to make knowledge sharing scalable and portable. It's all about process, scalable process, and replicable process. Make knowledge and learning portable. Don't think that because you can't change everything you can't change something. The trick is to have a 999 service, a low level staff member or system that routes you to shared knowledge and learning. When you dial 999 a person asks you what the problem is and routes you to the solution, whether it's the police, a fire engine or an ambulance. You don't get highly paid professionals routing the requests.
In GE, hoarding was an integrity issue. Take the following analogy. If I found out that you were hoarding company money in your personal bank account, you'd get sacked. Yet, hoarding knowledge is not seen in the same light. It should be. The worst crime in GE was not to share ideas and knowledge.
Make information useful. Get decision making down to the lowest level. He has implemented a RAMP programme, where RAMP = WASTE:
Reports DON'T produce reports that don't get read
Approvals DON'T sign-off if you've never reversed a decision
Meetings DON'T hold meetings where no decisions are made
Measures DON'T measure inputs, measure outputs and successes
Practises DON'T hold on to old practices, create the new
People don't move information around because they don't want to. You need a system and culture that makes knowledge flow. This is largely down to good, simple processes.
On the measurement of learning his message was simple. 'Kirkpatrick is a dead-end, a waste of time'. Measure end-points and outputs i.e. business impact and successes:
'It doesn't matter if they liked the experience, as this tells you nothing about learning (Level 1)
'…Or that they've learnt the knowledge, as this tells you nothing about output (Level 2).
'…That their behaviour has changed is getting more useful (Level 3) - but nobody does it.
'Level 4 is the only real measure.'
However, he was keener on specific qualitative and quantitative measures within businesses. |
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3 books found |
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By Kerr, Steve
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Amazon's customers rating 
It's one of the thorniest management problems around: dealing with unmotivated, low-performing employees. It's easy to point the finger of blame at them. But in most companies, it's the reward system,
Ranking at Amazon 1996676
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Harvard Business School Press
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December 2008 - Hardcover
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Employee Motivation
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Our price: $16.99 (list: $18)
Used from: $1.99
Information updated on 03/13/2020
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By Kerr, Steve
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Amazon's customers rating
Famous "Work-Out" change-management tool explained by the people who helped develop it. GE's legendary Work-Out program played a key role in the company's phenomenal success over the past decade and
Ranking at Amazon 500415
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McGraw Hill
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April 2002 - Hardcover
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Companies and Industries
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Our price: $14 (list: $42)
Used from: $1.25
Information updated on 03/14/2020
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By Kerr, Steve
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Amazon's customers rating
In 1995 The Boundaryless Organization showed companies how to sweep away the artificial obstacles-such as hierarchy, turf, and geography-that get in the way of outstanding business performance. Now,...
Ranking at Amazon 1551926
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Jossey-Bass
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January 2002 - Hardcover
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Organization Design
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Our price: $17.23 (list: $40)
Used from: $0.25
Information updated on 03/14/2020
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3 books found | | | |
