Lucidea’s Lens: Knowledge Management Thought Leaders
Part 104 – Vincent Ribière
Stan Garfield
Vincent Ribière is the Managing Director of the Institute for Knowledge and Innovation Southeast Asia (IKI-SEA) hosted by Bangkok University. His current research interests are in the fields of knowledge management, innovation management, and their overlap, as well as topics related to individual, team, and computational creativity driven by artificial intelligence. His specialties are knowledge management, innovation management, creativity, and information systems.
Vincent is an Associate Professor at Bangkok University‘s Graduate/Business School, where he teaches a variety of management topics, including Knowledge Management, Managing for Creativity, Innovation Management, Design Thinking, Innovation and Organizational Development, and Research Design and Methodology. He is the cofounder and the Program Director of the PhD program in Knowledge and Innovation Management (KIM) and the Founder and Co-Program Director of the Master in Business Innovation (MBI).
Vincent is a co-organizer of the Organizational Knowledge Sharing (OKS) Certificate Programs offered in partnership with the World Bank. He is the organizer of the Thailand and Southeast Asia Most Innovative Knowledge Enterprise Award (MIKE Award). He is the founder of the iklub (the Innovation and Knowledge Management Club) in Thailand and the founder and organizer of Creative Bangkok Week.
Here are definitions for five of Vincent’s specialties:
- Artificial intelligence (AI): the capacity of a computer to perform operations analogous to learning and decision making in humans, as by an expert system
- Creativity: the ability to transcend traditional ways of thinking or acting, and to develop new and original ideas, methods or objects.
- Information Systems: an academic field of study about systems with a specific reference to information and the complementary networks of computer hardware and software that people and organizations use to collect, filter, process, create and distribute data.
- Innovation: the process by which an idea is translated into a good or service for which people will pay.
- Innovation Management: a business discipline that aims to drive a repeatable, sustainable innovation process or culture within an organization. Innovation management initiatives focus on disruptive or step changes that transform the business in some significant way.
Vincent created the following content. I have curated it to represent his contributions to the field.
Book Chapters
Cycling Worlds: Incremental vs. Radical Innovation
Integrating Total Quality Management and Knowledge Management with Reza Khorramshahgol
KM Implementation and Practices: Lessons Learned from TQM: TQM and KM commonalities
- TQM and KM both involve cultural change. TQM introduces a new management style into the organization and KM introduces a new way of information sharing and decision making.
- Success of both TQM and KM is heavily dependent on the top management support.
- TQM and KM both may require organizational changes/restructuring.
- TQM and KM are customer-centric (both internal and external customers). In TQM customer is king and KM provides the foundation for customer relationship management (CRM). Proven methodologies such as Quality Function Deployment (QFD) that has been successfully used in TQM can successfully be applied in KM projects.
- The ROI on both TQM and KM is difficult to measure. The benefits of both are realized in a distant future; thus, in both cases the top management may be reluctant to support the project (a short-term return may be preferred by some managers). The methods used in TQM for top management support (e.g., creating success stories by starting with a small scale TQM project) can also be used in KM (e.g., start with a small application area).
- TQM and KM both need a champion to ensure success.
- Both TQM and KM require a sound training program. That’s particularly relevant when a company wants to become a learning organization.
- TQM and KM should both support the organizational mission and its long term strategies and objectives.
- Both have broad implementation guidelines (abstract and general) that may end up into failure
- They are now considered as everyone’s job even if it was not the case when they started ( e.g., Quality control Dept)
- Some organizations were doing it (QM & KM) before it became a discipline and got so much attention
- Both had some Japanese Gurus (Quality: Kaoru Ishikawa, Genichi Taguchi, …KM: Ikujiro Nonaka, Hirotaka Takeuchi)
- In order to develop, implement and maintain both you need: Leadership, Processes, Culture, technology as a key enabler and Measurement systems
- Deming’s 14 points (presented in Table 1) which have been successfully applied to TQM can be applied, to a large extent, to KM systems
Fostering Innovation with KM 2.0 with Doug Tuggle
Framework of a knowledge-enabled innovation management system (KIMS) supported by KM 2.0 technologies.
Searching for KM software that enables you to curate, manage, and share organizational intelligence in a single venue? Get in touch to learn about Presto!
Stan Garfield
Please enjoy Stan’s blog posts offering advice and insights drawn from many years as a KM practitioner. You may also want to download a free copy of his book, Profiles in Knowledge: 120 Thought Leaders in Knowledge Management from Lucidea Press, and its precursor, Lucidea’s Lens: Special Librarians & Information Specialists; The Five Cs of KM. Learn about Lucidea’s Presto, SydneyDigital, and GeniePlus software with unrivaled KM capabilities that enable successful knowledge curation and sharing.
**Disclaimer: Any in-line promotional text does not imply Lucidea product endorsement by the author of this post.
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