Arbeitskreis Wissensbilanz Competence Center knowledge management at Fraunhofer IPK and Wissenskapital GmbH
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- Herta Hummel
- vor 7 Jahren
- Abrufe
Transkript
1 Wissensbilanz Made in Germany preliminary project presentation Arbeitskreis Wissensbilanz Competence Center knowledge management at Fraunhofer IPK and Wissenskapital GmbH Intellectual Capital Arbeitskreis - Wissensbilanz Leif Edvinsson Kai Mertins Peter Heisig Kay Alwert Mart Kivikas Manfred Bornemann Businessrecipe Structuralcapital Human capital Relationalcapital Tel.: +49/(0)30 / Fax: +49/(0)30 / info@akwissensbilanz.org Intellectual property Internal processes Management Employees Networks Brand Stakeholder 2003 AK Wissensbilanz, 1
2 Objectives Wissensbilanz Made in Germany Sponsored by BMWA in the program "Fit für den Wissenswettbewerb! 1. Overview of the Scandinavian and Austrian experiences and adjustments to the needs of German SME s. 2. Prototyping IC-Statements ( Wissensbilanz ) at 10 different SME as good practice in various regions and branches all aver Germany. 3. The results will be presented as a first approach to a German IC-Guideline, (Leitfaden 1.0), for SME AK Wissensbilanz, 2
3 Timetable Ende Vorphase Oktober November Dezember Januar Ende Vorphase Februar März April status Mai Juni Formal End of Project Juli AP 1 transfer of experiences AP 2 Creation of awareness Speeches, Publications and Workshops AP 3 Selection of pilot enterprises AP 4 Implementation of proto types 10 Wissensbilanzen in deutschen KMU Pilotprojekt Wissensbilanz Made in Germany AP 5 documentation of experiences -. Leitfaden Wissensbilanz 2003 AK Wissensbilanz, 3
4 t eipf ad What is a Wissensbilanz? Examples Wissensbilanzen Cover Joanneum Cover Israel, Cover Croatia Cover ARC Cover Leoben Cover Skandia etc. Au sgangs- Situation Geschäftsumfeld Sonstige Ressourcen Möglichkeiten & Risiken Strukturkapital Humankapital Beziehungskapital externe Wirkung An IC-Statement is a report over the intangible assets in an organization and how they can be used for sustained future earnings. An IC-Statement visualizes factors that are important to reach an IC goal or vision in accordance with the overall vision. In a value added process, the statement defines indicators and core competencies to raise productivity and/or to find new business opportunities, necessary to reach these. Vision Geschäftsstrategie Maßnahmen Wissensstrategie Produktivität Ges chäftsprozesse Nachhaltigkeit Innovation Geschäfts -erfolg 2003 A K Wissen sbi lanz, 20 Definitions: Wissensbilanz = Intangible Assets Statement = Intellectual Capital Report = AK Wissensbilanz, 4
5 AK - WB Wissensbilanzmodell Business environment opportunities and risks Starting point Other resources Structuralcapital Humancapital Relationalcapital Vision Financial Strategy IC Actions Business processes Business -excellence Strategy Productivity Sustainability Innovation 2003 AK Wissensbilanz, 5
6 Regional overview of the participating companies Handwerker-Netzwerk (deutschlandweit): Bad Heizung Concept AG & Bürgel GmbH Haustechnik mit 32 Partner und ca. 600 MA Gesamt Blumenbecker Firmengruppe Handel, Technik, Industriebedarf 650 Mitarbeiter Ca. 70 MEUR VR Bank Südpfalz Bank, Finanzdienstleistungen 472 Mitarbeiter Bilanzsumme 1310 MEUR Domino World Altenpflege / Gesundheit 400 Mitarbeiter Ca. 14 MEUR aap Implantate AG Biomedizintechnik 110 Mitarbeiter Ca MEUR SSL Maschinenbau GmbH Maschinenbau 85 Mitarbeiter Ca. 8,5 MEUR Reinisch AG Dienstleistung/Dokumentation 290 Mitarbeiter Ca.18,5 MEUR ACTech GmbH Gießereitechnologie 140 Mitarbeiter Ca. 10 MEUR Schneider Bau GmbH (3 Firmen) Tief- und Straßenbau 235 Mitarbeiter Ca. 38 MEUR KGM Geräte- u. Maschinenbau GmbH Autozulieferer 158 Mitarbeiter Ca. 12 MEUR 2003 AK Wissensbilanz, 6
7 Methode of Implementation Project steps 3. Sensitize Top management 4. Strategy workshop to define critical success factors 5. Cause and effect analysis 6. Consolidation- and Evaluation workshop Ressources estimated per SME: Ca. < 25 Man days can vary between companies. 7. Discussion of preliminary results, lessons learned and suggestions for further actions. 9. Roll out of a company IC-Statement 2003 AK Wissensbilanz, 7
8 Who takes the lead from a SME point of view? Vision Au sgangs- Situation Geschäftsstrategie Wissensstrategie Geschäftsumfeld Beziehungskapital Maßnahmen Sonstige Ressourcen Produktivität Möglichkeiten & Risiken Geschäftsprozesse Nachhaltigkeit Strukturkapital Humankapital Innovation externe Wirkung Geschäfts -erfolg It is a top management issue: In 9 out of 10 cases, the board was behind the initiative and took active part in the workshops. t eipf ad 2003 A K Wissen sbi lanz, 20 The Project manager was not chosen from any specific competence area: All PM were among the top executives No specific area of competence was dominating In 4 companies, the CEO acted as PM AK Wissensbilanz, 8
9 Main foci of SME t eipf ad Vision Au sgangs- Situation Geschäftsstrategie Wissensstrategie Geschäftsumfeld Beziehungskapital Maßnahmen Sonstige Ressourcen Produktivität Möglichkeiten & Risiken Geschäftsprozesse Nachhaltigkeit Strukturkapital Humankapital Innovation externe Wirkung Geschäfts -erfolg 2003 A K Wissen sbi lanz, 20 Manage operations: 10 companies To get an integrated instrument to manage the IC of the firm. To improve the basis for a better internal communication. In 3 companies the IC Statement was seen as a natural evolution of the existing BSC. External communication: 6 companies 6 companies preferred to use the statement as a communication tool towards external stakeholders, such as customers, municipality, potential and existing employees. Only 3 companies intend to use the IC-Statements in negotiations with their banks and/or their investors AK Wissensbilanz, 9
10 t eipf ad Vision Au sgangs- Situation Geschäftsstrategie Wissensstrategie Geschäftsumfeld Beziehungskapital Maßnahmen Sonstige Ressourcen Produktivität Möglichkeiten & Risiken Geschäftsprozesse Nachhaltigkeit Strukturkapital Humankapital Innovation externe Wirkung Geschäfts -erfolg Preliminary common dimensions among participating companies Human capital: Qualification Social competence Motivation Leadership quality Structural capital 2003 A K Wissen sbi lanz, 20 Working environment Company values Internal cooperation and communication Relational capital CRM RM with suppliers RM regarding investors, banks and owners. External cooperation and competition Social engagement and public relations 2003 AK Wissensbilanz, 10
11 Preliminary common dimensions among participating companies t eipf ad Vision Au sgangs- Situation Geschäftsstrategie Wissensstrategie Geschäftsumfeld Beziehungskapital Maßnahmen Sonstige Ressourcen Produktivität Möglichkeiten & Risiken Geschäftsprozesse Nachhaltigkeit Strukturkapital Humankapital Innovation externe Wirkung Geschäfts -erfolg 2003 A K Wissen sbi lanz, 20 Financial business processes Product and services Management Knowledge-processes Product innovation Efficiency Know-how transfer and documentation Change management Business excellence Profit Growth and market share Image/Brand 2003 AK Wissensbilanz, 11
12 Objectives accomplished so far Wissensbilanz Made in Germany Supported and sponsored by BMWA in the program "Fit für den Wissenswettbewerb! 1. German IC-Guideline 1.0. Identification of common denominators Preliminary test and suggestion for model to be used Proposal for an IC-Statement adapted to needs, wants and financial restrictions of the SME. -> Prel. IC-Guideline 1.0 end of July final version to be presented at the conference on the 4th of October in Berlin 2003 AK Wissensbilanz, 12
13 Case study 2003 AK Wissensbilanz, 13
14 Example of Workshop participants Vorstandsvorsitzender /CEO Leiter Unternehmensplanung / VP Strategy Unternehmenssteuerung/ COO Leiterin Vertriebsservice /Strat.Marketing/ Sales Leiterin Öffentlichkeitsarbeit/Internet / PR MA Projektmanagement/OE/PE /PM Leiter Personal / HR Geschäftsstellenleiterin / Operations manager Kundenbetreuerin / Key account Manfred Bornemann, AK Wissensbilanz Mart Kivikas, AK Wissensbilanz Kay Alwert, AK Wissensbilanz 2003 AK Wissensbilanz, 14
15 Presentation of IC (show case 1, prel.) IC dimensions in relation to total IC Internal processes/ reg. IC Human capital 27% 23% Value added processes 17% Relational capital 10% Structural capital 23% 2003 AK Wissensbilanz, 15
16 Bewertungs-Portfolio Valuation-Portfolio 120% 100% 80% Betriebsergebnis (Benchmark verbessern) Management- und Führungsinstrumente (Tools) Führungskompetenz Kunden-Beziehungsmanagement Kostenmanagement (VR-Bank Eigenanlageschäft 2005) Privatkundengeschäft Beziehungsmanagement Quantität 60% 40% Kommunikations- und Informationsmanagement reduzierte Kreditrisiken Deckungsbeitragaus Motivationder dem MA Kundengeschäft Firmenkundengeschäft Gezielte systematische Qualifikation Innovation Gezielte systematische Platzierung 20% Nachhaltigkeit vonveränderungen 0% Unternehmenskultur Interne Prozessoptimierung Umgangmit Kreditrisiken 0% 20% 40% 60% 80% 100% 120% Qualität Systematik 2003 AK Wissensbilanz, 16
17 Example of interdependencies within the organization (Vester) HK1 BK1 Systematic raise of employee qualifikation and capabilities CRM HK3 HK3 Motivation E1 HK4 Leadership competence SK4 Compnay culture E2 E2 Customer yield E AK Wissensbilanz, 17
18 Wissensbilanz Made in Germany preliminary projekt presentation Thank you for your attention! Intellectual Capital Intellectual Capital AK Wissensbilanz Leif Edvinsson Kai Mertins Peter Heisig Manfred Bornemann Mart Kivikas Kay Alwert Geschäfts- Businessrecipe Ideee Struktur- Kapital Structuralcapital Human Kapital Human capital Beziehungs- Kapital Relationalcapital Tel.: +49/(0)30 / Fax: +49/(0)30 / info@akwissensbilanz.org Geistiges Prozesse Eigentum Intellectual Internal property processes Mitarbeiter Employees Management Management Stakeholder Stake- Netzwerk Marke Networks Brand holder 2003 AK Wissensbilanz, 18
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