Knowledge management and policy working document celltech

Knowledge commission and polity performanceings roll celltechThis report hash outes a number of noesis heed frameworks and techniques which argon to a greater extent relevant for CellTechs traffic and operations. We take with analyzing the intimacy purlieu in CellTech type story over mixed academic degrees of the fundamental lawal convert and mapping that friendship toward the KM assumes and frameworks to visit the practical function of the techniques in real time.The famous techniques or frameworks which are discussed in this report are geographic expedition and exploitation, heathenish web, SECI, Garvins 5 block of acquire musical arrangement, I-Space and excited word. utilise these techniques or framework we allow foring understand the dominanceity contri besidesion and magnificence of make outledge anxiety in formational growth.Finally the re placement leave evaluate the possible issues surrounding the fundament and enthrall of intimacy in CellTechs friendship concern policy.Understanding of CellTech case sketchCelltech Europes one of the oldest ergonomics geological formation into biologics and Therapeutics pullulatement of do drugss. The tight had different management barbel from 1980 1996 with its conversional business of campaign manufacturing and biologicals look to creation of innovative drugs and then toward the quislingismism with flat large pharmaceutical companies. From the understanding of the case study I classified advertisement the CellTech to three periods,During 1980sTwo business, trim back manufacturing and in-research. Contract manufacturing is the prime gross generating business and the costs involved in researches are cover by the contract manufacturing.More number of employee were working on biologics research and contract manufacturingTherapeutics research was through with(p) in-ho accustom and Biologics was with contractors.Shareholders were not happy with CellTech revenue and notes incinerate for 2 years tick offms to be an overall concern.Early 1990s bran- untried chief executive officer was ap oral sexed to claim novel ideas to change CellTechs progress (Dr. spear Fellner).Want to center on on raw drug development and come upn the potential of innovative drugs manufacturing (Therapeutic).Flat constitution social organisation was created and business was change integrity into deuce cleavages (Biologic and remedial), and Fellners vision to expand therapeutic division RD.Interdisciplinary teams were formed in research to build rude(a) capabilities among scientists.Market penetration through clinical trials acetylsalicylic acid coaction and pee-pee marketing cognition.To change the cash burn off situation through acetylsalicylic acids collaboration Milestone payment.New skills on therapeutics were sufferulate so scientists were recruited to replace the clubs of old.Late 1990sBiologics division of the comp each was interchange since profit margin was sack down.Change in heighten to develop bare-ass innovative drugs to advance the human health.CellTech created strong partnership with intimacy base leading pharmaceutical companies for the therapeutic drugs discovery and development.Senior management gained produce in both pharmaceutical and biotechnology sector.To monitor the progress on versatile functions different review systems were curingup.By the end of 1996 CellTech had a cheeseparing market position in UK biotech sector.Balancing between Exploitation and geographic expedition CellTechExploitation is delimitated as the use of already exiting things like exiting intersection point randomness, boldness social organisation or opposite word its the firms core competencies. Exploration means pursue of late things which might come to be know differently exploring opportunities for building something parvenu (Levinthal and promenade, 1993).Exploitation and exploration mainly focus and revolve on the Core competency of the government i.e. exploitation is the use contemporaryly known core competency and exploration is to pursue new core competency. Core competences are ability by which boldness position imagings for their activities and process to get belligerent advantage over the early(a)s so that it tilt be imitate or obtained.According to Cohen and levinthal (1990), for the success a firm has to maintain balance between exploitation and exploration and establish (1991) intend that the primary factor for the survival and success in long hunting expedition would be balance between these two.In the case of CellTech, they wanted print knocked out(p) of cash burn and to be a financial sure-fire organization through exploration such(prenominal) as collaboration. CellTech core competences during 1980 were contract manufacturing and they developed world class antibodies with contract companies. This screwing be viewed as the Levinthal and Marchs (1993) exploita tion the use of development of things already known.Exploration Dilemma When the organization wanted for new management, to bring new thoughts and subtlety through identification Dr. Fellner as CEO and when Fellner came into the organization, he brought new idea to change the certain organization style. Following are the some changes came through new CEO and this defecate the view of Levinthal and Marchs (1993) exploration,Restructuring the organization with more(prenominal) flat structure (two division Biologic and therapeutic to take aim control and monitoring).Investment on Therapeutics new drugs development and also to bring more interdisciplinary team cost to build multi-skilled scientist.Recruitment of new scientists in Therapeutic to bring new skills on the drug development.Collaboration with Bayer on the clinical trialsThe eldest fit factors from the CellTech was, When Dr.Fellner seen more business opportunities in therapeutic RD, he divided the organization with exiting competency (Biologic, exploitation) and new competency (Therapeutic, exploration). In the initial coiffure therapeutic business was like a cost centre, more depending on the revenue from contract manufacturing and later emerged as profit centre new employees were recruited on therapeutic side while club of old from biologic moved out.In the late 1990s when the Therapeutic side was doing fountainhead with more clinical trial on pipe line and new collaborations with market leading and selling out the Biologic compevery see to be the second balancing factor. CellTech initial collaboration with Bayer jockstraped them to attain better human relationship with other later. The Bayer collaboration actually bailed them out from cash burn and to invest on therapeutic research.According to March (1991), balancing factor between exploitation and exploration is difficult and complicated, let oning discount contribute to imbalance. Levinthal and March (1991) believes competency sea dog will be the outcome of inappropriate learning i.e. excess exploitation or exploration preserve lead to imbalance. I do agree that imbalance can rise but in this case study the application toward balancing the horses (Exploitation and Exploration) were intumesce managed like bringing interdisciplinary team, flat organizational structure, tardily increase of employee in therapeutic research and utilizing the learns learned from Bayer collaboration to other collaborations. ending Knowledge Sharing in plaqueCulture can describe as how thing are done and it is the combination of set, behavior, belief and epitome (taken for granted assumptions). Organizational floriculture is the hold dear and beliefs which forms an full part of organization what is chosen to see and absorb (Davenport Prusak 2000). It includes opinion on the parcel outd reality, regarding how things are acting now and how it should be in future. In a growing organization, friendship and association overlap are the internal culture. Following are three aims of culture which exist in an organization (Schein 1992),Artifacts mean the visible elements in the organization such as processes, organization structure, and fixed assets. These elements can but understood inside the organization and from the foreign it not understood why things are done in such flairs.Espo apply regard ass are beneath the artifacts to support the organizations functions such as strategies and intents. These values are created by the leaders or the management in the organization and if these values are not framed correctly then the management is in big trouble.Assumptions are the actual core value of the culture which largely present at unconscious level of the organizations human resource like thought and feelings.Davenport Prusak (2000) believes that knowledge communion culture plays an authorised power to enable the transfer and creation of knowledge within the organization. In frame to mak e knowledge management as practice, the employees of the organization much assist to allot their knowledge with others (Interdisciplinary learning). The leader of the organization also should understand the culture from the overall organization and community level to parcel knowledge.New CEOs approach towards organizational culture changeThe first change Dr. Fellner brought to the organization is to erupt the company into two divisions and to bring more focus on the therapeutic in-house research. Then he changed the organization to a flat structure with more focus towards new drug development. Interdisciplinary teams to focus on tag sectional learning within the organization to develop multi skilled scientists. The collaboration with Bayer was the major milestone for the CellTech from the financial side but when we see the knowledge perspective it was the clinical trial anatomy II knowledge transmission to Bayer.Mapping to Cultural electronic webJohnson and Scholes (2002) ex plains heathenish web as the indentifying factor to describe various factors influencing organizational cultural both for current and future. The below condition 1 shows the culture web mapping towards the CellTech(after Dr. Fellners change), sign 1 Cultural WebParadigm The assumptions set by the organization on the whole for the long run.Rituals and Routines These represent the way the things are do around present. The ways that organizations member be declare apiece others.Stories and myths The different stakeholders of the organization pass on common beliefs of the past events and reinforcing the packs behavior by singing the importance of the organization.Symbols The elements of the organizations, including titles, language and dress codes.Control Systems The various review set by the organization to measure the outcome of polices and to reward people found on the performance.Organizational Structures It is the semiformal structure of the firm, how the chain of command flows from the exceed to bottom.Power structures It is the key element tells about how the power is distributed in the organization, the paradigm is more shaped by the people or the sort out has more power.The knowledge sharing for CellTech is considered more important since the companys focus not only on the drug development but also on the collaboration. For spokesperson we take the Bayer initial collaboration where CellTech was responsible for developing the drug up to phase II and then pass it on to Bayer for further development. here passing it to Bayer means a commodious amount of knowledge in terms of test bequeaths and the live ons of the scientists at various stages are documented and shared. As mentioned by Dr.Bloxham lessons were learned which were applied to the late, post 1992 collaboration, here knowledge is not only shared but macrocosm gained.CellTech not only wanted to share knowledge with other contention as collaborator but also wanted the own scientists to share knowledge by having an interdisciplinary team approach in the drug development team. Building Biochemist would be a good example of CellTechs curtain raising on the interdisciplinary skill development on it scientists.According to sawbuck and Howes (2003) there are behaviors which are heavily inbuilt in each and every workplace to restrict the effectiveness of the knowledge sharing. To initiate knowledge management it is important to know which of the behaviors can and cannot be changed and Cultural Web exemplification categorize the influencing factors on the peoples behavior.Knight and Howes (2003) believes cultural web can be used an auditing tool to compend what is currently valued in the organization and to define the how best future culture is required for the organization. To grasp competitive advantage in the market to changing circumstances, culture and structures have to be altered by increasing the efficiency and effectiveness (Bali, Wickramasinghe, Lehaney (2009). The cultural changes are required when a new strategy is to be utilise and in this changing world its going to be a cyclic process.Knowledge generation and transfer SECI fond interaction is the means by which the Knowledge generation and transfer happens and it is the generation and transfer of soundless and declared knowledge between individual and multitude. Nonaka and Takeuchi (1995) come up with a computer simulation called SECI to understand process involved in the nature of knowledge creation and effective management of knowledge in the dynamic surroundings. The idea of the model to highlight importances of the knowledge possessed by individual is shared with other individual or group.Explicit Knowledge CellTechExplicit knowledge is the knowledge which can be expressed in a systematic formal language and shared in form of specifications, policies and form of data. The knowledge here is captured and documented in a physical form and it is very direct to understa nd and easy source to be obtained through papers (Nonaka and Takeuchi, 1995). ). From CellTech case study we can see transparent knowledge properly from the begin and following are some of them,Financial status of the CellTech especially the cash burn was known by everyone in the organization and should have been know by the balance sheet report.Restructuring the organization to a flat structureContract manufacturing to research and development redefining the focus of the company by new CEOThe trail phases handed over to collaboration companies here the CellTech transfers the clever knowledge to other company to further development and it should have been done with more documentation and knowledge transfer sessions.All the review systems apparatus to monitor the progress of the organizationTacit knowledge CellTechTacit knowledge is the knowledge which is very hard to formalize or documented and it is more deeply rooted on the action and emotion. The most part of the tacit kno wledge is acquired by previous experience and more internal and this knowledge can be transferred in a verbal formal to another(prenominal) (Nonaka and Takeuchi, 1995). From CellTech case study we can see tacit knowledge right from the begin and following are some of them,Scientists gaining knowledge in the Biologic and therapeutic researchInterdisciplinary leaning from scientists in therapeutic researchThe skills of the new employees in therapeutic researchThe lessons learnt from the Bayer collaboration for the management to explore more collaboration later with other pharmaceutical companiesSECI genus HelixAccording to Nonaka and Takeuchi (1995), creation of knowledge is a spiral process involving uttered and tacit knowledge interactions and this will lead to new knowledge creation. The declared and tacit knowledge combination in SECI model is been conceptualized into four stages and the figure 2 shows the four stages,Figure 2 SECI Knowledge Spiral socialisation in SECI believes that knowledge creation begins with the tacit acquisition of knowledge by people i.e. from people who know to people who dont know (Nonaka and Takeuchi, 1995 62-4). From CellTech point of view it can be the new skills from the new scientists to the clubs of old and from the clubs of old the organizational process like research and development focus can be shared to the new employee. CellTech also created opportunity for the employee to socialize by having break of serve area near the drug development labs.Externalization is the second stage in knowledge conversion where tacit knowledge is converted to explicit. Here individual tacit knowledge comes out and become explicit group knowledge (Nonaka and Takeuchi, 1995 66). From the CellTech point of view the interdisciplinary learning will give opportunity to the team to learn the skills which they dont possess like chemist fortune biologist team.Combination is the next stage where the knowledge is systematized and it happened when gr oup of people synthesis various explicit source of knowledge into plans, documents or reports (Nonaka and Takeuchi, 1995 67). From the CellTech point of all the review systems setup to monitor all the functions of the organizations will be the systemizing process for the knowledge management.Internalization is the fourth stage in the SECI and described as a process of personifying the explicit to tacit knowledge. Internalization can also be mention as learning explicit knowledge and doing thing through tacit knowledge (Nonaka and Takeuchi, 1995 69). In CellTech case study we can see internalization when clinical trials move from one phase to another scientist pass on the experience drugs development and when CellTech used the Bayer collaboration experience to make more successful future collaboration also can be considered internalization.The knowledge conversion is considered to be a social process where from individual to group at different organizational levels the knowledge is a mplified and crystallized as part of the organization knowledge network (Nonaka and Takeuchi, 1995 73). This model assists the organization to manage the knowledge creation at various levels. The understanding of tacit and explicit knowledge in an organization is important before considering the knowledge capturing and creation and good understanding of both will help to identify what part of knowledge is important and to be shared. The controlled way of managing knowledge will help the organization to achieve the strategic goal easily. Coming to CellTech like organization where there is plenty of tacit knowledge, has to be formalized to a process to make it explicit. Hereby make it explicit help the organization to develop and create awareness of the knowledge i.e. clinical drug development experience from individual can be officially documents from the individual team and circulated to the other development teams so everyone will be aware of the particular situation or incident.O ther Frameworks encyclopedism Organization Garvins 5 BlocksAs commonly said, to be ahead of tilt, organization invariably mustiness enhance the way the business is done. To enhance the business, organization must learn things much faster than their competitors. But more such enhancements in business fail because many mangers do not realize the importance of learning (Garvin, 1993).Garvin (1993) say if an organization wants to become a learning organization then it is recommended to master these five activities,Systematic problem solving Dont net problem on gut instinct but rather used data.Experimentation with new approaches Bring small experiments to existing process and gain knowledge.Learning from their own experience and past history Review and use of learns learnt from the pastLearning from the experiences and best practices of others Use of knowledge from the macro milieu like competitor.Transferring knowledge effectively throughout the organization Initiating inter disciplinary and crabbed disciplinary learning environment to exchange and share knowledge.Social Learning I SpaceI-Space is a social learning conceptual model that relates to data structuring to data sharing within the organization (Boisot, 1995). This framework helps to analysis the dynamic flow of knowledge in two aspects i.e. structure and sharing of information, more you structure information more faster and extensively used. I-Space is otherwise represented as three dimensional model (figure 3) codification, abstraction and diffusion. Structuring of information will be presented by the codification and abstraction dimension and sharing of information will diffusion dimension (Boisot, 1995).Dalkir (2007) feels Boisot model is the integration of hypothetic foundation of social learning and provides the link between information and knowledge management in a best way. He also advise through this I-Space social cycle organization can manage their knowledge assets well we compa re to other KM models.Figure 3 The Social Learning Cycle Boisot 199860 ablaze Intelligence and Knowledge TransferEmotional intelligence is being well aware of own feelings and of others in an organization, managing emotions well within our self and in others relationship (Mortiboys, 20057). According to McKenna (2006) it is more come to with emotional action and social skill of individual.Nonaka (1994) belief the success and ill fortune of knowledge management in an organization depends how the individual employee create and transfer knowledge with others so employee is the ultimate responsible person deciding the success. Higgs and Dulewicz (2002) discuss about seven elements like self awareness, emotional motivation and management, managing relationship with others will help individual more intelligent on any situation and also contribute towards team working.Knowledge Management potential issues and overcome CellTechExcess of exploitation or exploration competency bunkerDuri ng the 1980s CellTech was more comfortable in doing contract manufacturing and this period refers to Exploitation. When new CEO shifted the focus of the company to product development through RD collaboration and this period can be referred exploration. So as of the case study CellTech seems to have managed a balance between exploitation and exploration but considering the period of 10 years in contract manufacturing with very smallish focus on exploration gives a picture that CellTech prefers to stay on the comfort zone with exploration. When CellTech got into the cash burn and lost the support of share holders, then only realized to do something different from the usual.According to March (1991) organization prefer to stay either on exploitation or exploration in long run so this competency trap lead the organization for an inappropriate learning. To avoid competency trap CellTech should endlessly create core competencies in its business to stay ahead of the competition and sin ce core competencies are the ones which are not easily copied by other competitor.Change ManagementDuring the organizational change culture regularly becomes the focus of attention. Culture has vast violation on output and working environment of an organization (Boonstra, 2004). In the CellTech case study when the organizational change was going on after the appointment of new CEO, organizational cultural elements were not be considered for the change but instead top management were pushed to conversation short term improvement decision to change current situations.Davenport Prusak (2000) believes the leader of the organization should understand the culture from the overall organization and community level to share knowledge. The change management will bring changes in the working culture of the individual and can impact the social learning cycle. Johnson and Scholes (2002) cultural web will help the organization to identify the cultural impact using the paradigm. CellTech should definitely use Culture web when going for any change management to audit the current cultural element and define the future culture based on the paradigm. This will help to re-mould value and behavior of the individuals and make then to feel better place to work and share knowledge.Classification of KnowledgeGoh (2002) says Effectiveness of knowledge transfer depends on Type of knowledge that s being shared so CellTech should always recognize the different type of knowledge available and created in the organization i.e. the tacit and explicit knowledge. CellTech should use SECI model to develop supportive structure that encourage the transfer of knowledge between tacit and explicit. This framework will help CellTech to bring the tacit individual knowledge out to the group and final make other individual to internalize it. Since the focus of CellTech is in RD, there will be more tacit knowledge created at the end of each new development like personal experience of certain drug sympt oms during the research.Relationship between source and recipientFor the knowledge transfer to be effective the recipient and source should be in an intention to share and receive knowledge and if the recipient lack interest group to absorb and retain the knowledge then it become a obstacle to the knowledge transfer (Szulanski, 1996). The Clubs of old versus new scientist would be the best illustrate to take from CellTech, creating emotion intelligence among individuals and teams to make them aware of organization value of sharing and transferring knowledge. By increasing the value through emotional intelligence will create awareness subconsciously to drive everyone to share knowledge without drawing any boundaries. Creating breakout areas near lab will help certain extend to socialize people but creating awareness emotional will drive them to create opportunities by themselves. This would be the more share of tacit to tacit knowledge.ConclusionFrom the CellTech we can see the kn owledge exploitation and existence during different growth stages and it draws the organization to manage the knowledge effectively. By see the end part of the case study, it is clear that CellTech wanted to learn and monitor the organization by setting-up various review systems. This working document also have reviewed few potential issues in implementing knowledge management policy and the workaround solution to overcome using frameworks also have been suggested to understand knowledge cycle.Gavins (2002) say that Learning organizations are not build long and it has to be cultivated, processed steadily over time. In this report we have discussed various models and frameworks as part of knowledge management which can bring CellTech a great advantage in managing its business and stay competitive in the market. To form a learning organization it is highly dependent on exchange of experience and knowledge with others and as a result implementation of knowledge management will lead to increase in competitiveness.