¿Cómo aprende un Centro Tecnológico? | Patxi Rodriguez | Cadabra: Ciclo de invitados

Introduction to the Session

Welcoming Remarks

• Javier Martínez welcomes participants and introduces Raúl, wishing everyone a Happy New Year.

• Acknowledgment of both returning and new faces in the audience, indicating a mix of continuity and fresh perspectives.

Setting the Stage for Discussion

• The session is titled "How Does a Technology Center Learn?" with Pachi set to reveal insights on this topic.

• Emphasis on the importance of knowledge within technology centers, highlighting their role as organizations focused on pure knowledge.

The Importance of Learning in Organizations

Key Insights on Organizational Learning

• A statement that organizations that do not learn will eventually disappear, regardless of past successes.

• Introduction by Javier about his recent reading of "El cerebro: el teatro del mundo" by Rafael, emphasizing its relevance to understanding learning processes.

Connection Between Knowledge and Prediction

• Reference to Rafael's contributions to neuroscience and how they relate to organizational learning.

• The assertion that the brain functions as a prediction machine, which is crucial for survival and competition.

Historical Context of Learning Theories

Evolution of Understanding Intelligence

• Discussion about Jeff Hawkins' book from 2004 that first introduced the idea of intelligence being linked to future predictions.

• Mentioning Hawkins’ background in engineering before transitioning into neuroscience, illustrating interdisciplinary connections.

Personal Reflections on Learning

• Javier shares his personal journey in understanding learning as predictive based on past experiences since 2004.

• He reflects on how this concept aligns with his own thoughts about learning processes over two decades.

The Role of Past Experiences in Predictive Learning

Significance of Historical Knowledge

• Emphasizes that predicting requires recalling past experiences; this forms a virtuous cycle essential for effective learning.

Changing Perspectives on Experience

• Commentary on societal views regarding older generations and their perceived value in contemporary contexts.

Information Retrieval Over Time

Evolution from Libraries to AI Assistance

• Overview of how information retrieval has evolved from physical libraries to modern AI systems providing immediate answers rather than just lists.

The Role of AI in Predicting the Future

The Evolution of Prediction

• The speaker discusses how future predictions will evolve, suggesting that AI will proactively provide information without needing to be asked.

• Emphasizes that just as the human brain predicts and delivers necessary knowledge, AI should similarly anticipate user needs based on ongoing projects.

Understanding Time: Past, Present, and Future

• Highlights the continuous interaction between past experiences and present actions while stressing that our focus is often on an uncertain future.

• Introduces a key principle in biology: the brain's primary goal is survival rather than happiness, making prediction essential for maintaining life.

Learning from Experience

• References Steve Jobs' idea that connections are made retrospectively; we must trust that events will connect meaningfully over time.

• Discusses how the brain constructs a model of the world upon birth to understand cause-and-effect relationships crucial for survival.

The Process of Knowledge Creation

• Describes learning as an experiential process where individuals create mental maps to navigate their environment safely.

• Notes that this learning process is lifelong; even adults continuously refine their understanding through new experiences.

Decision-Making and Memory

• Explains how decisions are based on existing mental models formed from past experiences, which become more sophisticated with time.

• Stresses the importance of memory in decision-making; forgetting learned experiences can hinder effective choices.

Predictions and Model Updating

• Outlines two aspects of future predictions: using existing models to forecast outcomes and updating these models based on new information.

• Clarifies that successful predictions rely heavily on having a robust mental model informed by past experiences.

Continuous Learning Cycle

• Concludes with the notion that life involves constant prediction and adjustment; discrepancies between expectations and reality lead to enriched understanding.

• Reinforces the idea that every decision requires recalling past knowledge to anticipate future scenarios effectively.

Understanding the Importance of Knowledge in Learning

The Role of Past Knowledge

• A weak past knowledge base can hinder future progress; investing in learning is crucial for building a strong foundation.

• Knowledge acquisition is likened to simple tasks (e.g., riding a bike), emphasizing that while it may seem easy, it requires significant time and effort.

Future Knowledge and Innovation

• The future relies on new knowledge and innovation, which necessitates a willingness to step out of comfort zones to learn.

• Artificial intelligence (AI) mirrors human learning by analyzing past data but operates more efficiently with less energy consumption.

Stages of Learning

• Early learning occurs before the need arises; this is common in corporate training programs where knowledge is acquired ahead of its application.

• Proactive learning happens just before starting a project, often through peer assistance or mentorship.

Just-in-Time Learning

• Immediate problem-solving involves seeking advice from knowledgeable individuals or utilizing AI trained with relevant company data.

• When faced with challenges, individuals can either consult experts or leverage AI as resources for solutions.

Continuous Learning During Projects

• Ongoing learning during projects includes capturing insights through peer reviews and after-action assessments to enhance understanding.

• Companies utilize daily meetings (dailies) to facilitate continuous knowledge sharing among team members.

Long-Term Learning Perspectives

• Mid-term learning focuses on innovation and creating new knowledge through research and experimentation rather than immediate application.

• Long-term learning involves speculative thinking about future organizational needs, requiring imagination about potential scenarios over extended periods.

Knowledge Management and Innovation in Organizations

Understanding Knowledge Capture and Learning

• The speaker emphasizes the importance of recognizing what we know and don't know at the end of a project, highlighting that learning is essential for innovation in an uncertain world.

• It is crucial to systematize and document learned knowledge as outputs from activities, which then serve as inputs for future projects.

• Competitive intelligence and critical knowledge mapping are discussed as tools to prioritize tasks based on the organization's most important knowledge areas.

Prioritizing Knowledge in Tasks

• The use of knowledge maps helps prioritize actions by ensuring focus on critical organizational knowledge rather than collecting all information indiscriminately.

• Accessing both personal and shared organizational knowledge is vital before making decisions or taking actions, utilizing both tacit (held by individuals) and explicit (documented) forms of knowledge.

Transforming Past Learnings into Future Insights

• The process involves converting past experiences into future applications, where learned lessons are reintegrated into the organization’s knowledge base for continuous improvement.

• Encouraging proactive sharing of knowledge within teams ensures that valuable insights are not solely dependent on individual inquiries but are systematically provided by the organization.

Enhancing Knowledge Flow Within Organizations

• Organizations should design processes that deliver best practices and lessons learned automatically to employees when they undertake tasks, reducing reliance on personal initiative to seek out information.

• Improved access to enhanced knowledge allows for better application or creation of new insights; capturing learnings post-task is essential for ongoing development.

Continuous Learning Cycle

• Sharing outcomes from research sessions fosters a culture of dissemination where learnings are documented and returned to the collective intelligence pool.

• Acknowledging existing models within organizations enables predictions about future events based on historical data, facilitating informed decision-making.

Anticipating Knowledge Needs

• Anticipation involves understanding what knowledge will be necessary for upcoming tasks while leveraging past experiences to inform current actions.

• Capturing learnings effectively prevents loss of valuable insights; without documentation, forgetfulness can hinder reuse of important information.

Reusing Captured Knowledge

• Documented learnings become accessible even to those who did not participate directly in specific projects, promoting a culture where shared intelligence benefits all members.

• This cyclical process reinforces collaboration across teams, ensuring that every completed task contributes back into the organization's collective wisdom.

Understanding Knowledge Management in Technological Centers

The Evolution of Knowledge

• The speaker discusses the journey from ignorance to knowledge, emphasizing that we often start with what we don't know and gradually learn through experience and collaboration.

• Highlights the importance of collective knowledge, where individuals contribute their insights to build a more comprehensive understanding, particularly in fields like artificial intelligence.

• Introduces the concept of curiosity as essential for discovering unknown knowledge, suggesting that imagination and questioning are critical skills for innovation.

Skills Required for Knowledge Creation

• Emphasizes the need for a willingness to experiment and explore new ideas to create knowledge that does not yet exist.

• Discusses the balance between anticipating future needs and predicting outcomes based on current knowledge.

Introduction of Guest Speaker

• Introduces Pachi, an expert in technology management within an EdTech center, highlighting his background as an industrial engineer and his role in managing knowledge projects.

• Notes Pachi's extensive experience at Technalia, focusing on advanced materials and processes, which underlines his expertise in technological innovation.

Engagement with Audience

• Encourages audience interaction by inviting questions throughout Pachi's presentation rather than waiting until the end.

• Acknowledges Pachi’s initial reluctance to share his insights but expresses confidence in the value of his contributions.

Presentation Overview

• Pachi begins sharing a presentation about how technological centers learn and manage knowledge effectively.

• He invites interruptions for questions or clarifications during his talk to foster engagement.

Project Focus: Knowledge Management

• Pachi outlines the focus of his project on knowledge management within a technological context, indicating its critical nature for organizational success.

• Describes himself as someone who views challenges through an engineering lens, linking scientific inquiry directly with effective knowledge management practices.

Knowledge as a Core Product

Understanding Knowledge in Industrial Context

• Jorge and Javier emphasized that knowledge is the primary product, shifting focus from projects and processes to the value of knowledge itself.

• The speaker identifies as an expert user of knowledge in areas like casting, materials, and sustainable processes, highlighting their role as a generator of knowledge within an industrial setting.

The Importance of Knowledge Management

• Acknowledgment that effective management involves not just using but also storing, managing, and reusing knowledge; this is crucial for fostering further innovation.

• Discusses the historical context of iron and aluminum casting, noting that while technology has advanced, foundational processes remain artisanal and complex.

Team Collaboration and Knowledge Sharing

• Expresses gratitude towards team members who have illuminated the importance of knowledge as a foundation for success in their work.

• Emphasizes that generated knowledge must be nurtured to meet organizational challenges effectively.

Modeling Knowledge Management

Framework Development

• Outlines the journey taken over 1.5 to 2 years in defining a technological knowledge management model which remains incomplete.

• Introduces four key actions: identifying or creating knowledge, capturing it, sharing internally within the organization, and disseminating it externally to clients like Fagor Ederland.

Technological Support Systems

• Mentions Minerva platform designed to centralize learning experiences; serves as a hub for all acquired insights.

• Describes how engineering principles are applied even in knowledge management through structured processes, procedures, indicators, and tracking sheets.

Cultural Transformation Challenges

Organizational Identity

• Identifies as part of a Basque cooperative rooted in Mondragón's cooperative ethos; emphasizes sharing both economic successes and failures alongside knowledge.

Navigating Industry Changes

• Highlights challenges faced by their industrial group amidst significant changes in mobility sectors such as electrification and autonomous driving technologies.

Global Expansion Goals

• Notes the global presence with plants across various countries (China, Mexico, Brazil), aiming for cross-border circulation of knowledge despite current limitations within local operations.

Knowledge Management and Sustainability in Engineering

The Role of Knowledge in Sustainable Development

• Emphasizes the importance of knowledge development for sustainability, highlighting the need to operate without negatively impacting the environment.

• Discusses the challenge of disseminating knowledge across diverse technologies, including iron and aluminum casting, machining, and assembly.

Product Development and Structural Components

• Describes the types of structural products manufactured, such as components for vehicle bodies, chassis, suspension systems, and powertrains for both combustion and electric vehicles.

• Mentions that many vehicles likely contain components produced by their company, indicating a significant global presence in manufacturing parts like wheel hubs.

Innovation through Collaboration

• Highlights the establishment of Edtech in 2008 as a center focused on innovation and knowledge management within engineering.

• Outlines three main areas of expertise: product design, technology processes, and materials science; emphasizes collaboration with universities like Mondragón.

Knowledge Management Strategies

• Identifies four core technologies utilized: low-pressure iron casting, high-pressure casting, machining, and assembly; stresses being a bridge between industry needs and external knowledge sources.

• Notes that at least 80% of projects are collaborative efforts due to limited internal resources; partnerships with technological centers or universities enhance project velocity.

Mapping Knowledge Internally and Externally

• Explains the dual mapping process for managing knowledge—internally within teams and externally to identify relevant external expertise.

• Introduces an ongoing sub-process aimed at collaborating externally to acquire necessary knowledge from other entities.

Addressing Generational Knowledge Loss

• Contextualizes the need for a structured approach to knowledge management initiated around 2019–2020 due to concerns about losing critical expertise as experienced personnel retire.

• Reflects on initial perceptions regarding abstract concepts of technological knowledge management before seeking practical models from consultants or universities.

Developing a Structured Model for Knowledge Management

• Chronicles early attempts in 2021 to establish a tangible model for managing knowledge after discussions with consulting firms revealed no existing exportable frameworks.

• Shares insights into creating an initial draft model which has since evolved into a more refined structure now implemented organization-wide.

Knowledge Management Insights

Understanding Knowledge Management

• The speaker reflects on the past, acknowledging that they were unaware of the significance of their actions at the time but now recognize their importance in knowledge management.

• Emphasizes that knowledge cannot be managed unconsciously; organizations must consciously engage with their knowledge to harness its full potential.

• Discusses how initial perceptions evolve over time, leading to a more refined understanding and management of knowledge within an organization.

Challenges in Knowledge Management

• Highlights the presence of expert knowledge within the organization but notes that its management has been unstructured, relying on individual approaches rather than a cohesive strategy.

• Stresses the need for a standardized model to preserve knowledge across generations, especially as younger employees enter and exit the organization.

Development of Knowledge Management Strategies

• In 2021, discussions began around conceptualizing knowledge management and identifying frameworks that could be applied effectively within their context.

• A pivotal training course introduced critical concepts in knowledge management, providing clarity and direction for implementing structured processes.

Implementation Journey

• The training led to actionable insights and tools for managing knowledge effectively, marking a significant turning point in their approach to organizational learning.

• By early 2023, resources were allocated towards developing a comprehensive model for managing expert technological knowledge within projects.

Continuous Improvement and Future Directions

• The first half of 2023 focused on defining models and workflows for effective knowledge management implementation across projects.

• Plans are underway to ensure that all members of the organization adopt a culture centered around continuous learning and effective knowledge sharing.

Structuring Knowledge

• Initial brainstorming sessions identified key areas where existing expertise could support various organizational processes like product launches and innovation efforts.

• The goal is to transform intangible personal expertise into structured content that can be systematically managed and utilized by future projects.

Knowledge Management Model Development

Initial Conceptualization

• The discussion begins with the rationale behind creating a manageable and functional knowledge management model, emphasizing the need to organize client needs effectively.

Knowledge Generation Process

• The process involves leveraging available knowledge to generate projects and deliverables that feed into various knowledge areas, creating an infinite loop of knowledge enhancement.

Challenges in Documenting Knowledge

• There is uncertainty about how to accurately convert tacit knowledge from researchers into tangible documents, raising concerns about fidelity in representation.

Defining Knowledge Management Needs

• Acknowledgment of the necessity to define a structured approach for managing knowledge, focusing on converting existing tacit knowledge into explicit formats.

Evolution of Understanding

• Over time, clarity emerged regarding methods for translating tacit knowledge into explicit documentation through various tools and methodologies identified between 2022 and 2023.

Types of Knowledge in Projects

Existing vs. New Knowledge

• The model distinguishes between existing tacit knowledge held by individuals and new knowledge generated through projects aimed at solving user problems.

Project-Based Knowledge Creation

• Emphasis on capturing both internal project-generated knowledge and external collaborations to ensure that valuable insights remain within the organization rather than being outsourced repeatedly.

Anticipating Future Knowledge Needs

• Identification of critical future knowledge gaps is essential for proactive project development, ensuring readiness when new demands arise.

Operational Framework for Knowledge Management

Roles and Processes Defined

• Discussion includes defining roles within the cycle of generating knowledge alongside processes and activities necessary for effective management.

Repository Utilization

• Introduction of a repository named "Minerva," designed to collect, organize, classify, and make accessible all generated organizational knowledge efficiently.

Tools for Effective Management

• Selection of key tools tailored to their operational style is crucial; one highlighted tool is the critical knowledge map used to identify essential competencies needed for successful project execution.

Knowledge Management in Organizations

Identifying Critical Knowledge

• The process begins by identifying knowledge that is at risk of extinction or poorly documented. If any knowledge is deemed critical, actions are taken to preserve it.

• Special attention is given to knowledge held by individuals nearing retirement; measures are implemented to ensure this knowledge remains within the organization.

Managing New Knowledge

• A structured approach is adopted for managing new knowledge throughout a project’s lifecycle: before, during, and after its execution.

• Effective management of resources—both economic and human—is emphasized as equally important as planning for the generation and retention of knowledge.

Collaboration with Partners

• Questions arise regarding the role of partners in learning and retaining knowledge. The goal is to learn from projects without sidelining collaborators.

• The organization aims to establish stable partnerships with technological centers and universities, focusing on continuous development rather than temporary collaborations.

Evaluating Partner Performance

• Each project concludes with an evaluation of partner performance based on their contribution to knowledge quality and project success.

• Feedback mechanisms are in place to identify causes for any shortcomings in collaboration, whether due to partner issues or internal organizational failures.

Sensitivity Towards Knowledge Management

• There seems to be a lack of sensitivity among some partners regarding knowledge management practices; initiatives often stem from internal motivations rather than external pressures.

• Despite varying levels of awareness among partners about knowledge management, the organization takes proactive steps in educating them about its importance.

Integrating Knowledge Management into Organizational Processes

• The integration of knowledge management into the organization's process map signifies its importance; leadership support is crucial for successful implementation.

• The initial steps involve embedding the process into existing frameworks, ensuring that it becomes a fundamental aspect of project development and innovation efforts.

Knowledge Management Implementation Steps

Defining Core Knowledge Areas

• The initial step involved defining and discussing the core knowledge areas essential for the organization, assigning teams and resources to ensure visibility in project management.

Resource Allocation

• Resources were allocated within the management plan, including personnel time, budget for hiring, materials, and travel expenses to support the project.

Commitment to Knowledge Management

• Researchers were assigned 5% of their annual dedication to this project as a commitment to managing knowledge effectively, eliminating excuses for lack of time or resources.

Establishing a Knowledge Management Committee

• A knowledge management committee was created, primarily composed of board members and invited experts, meeting bi-monthly or quarterly to oversee project progress.

Performance Indicators Integration

• Key performance indicators (KPIs) related to knowledge management were integrated into the organization's dashboard, tracking critical documents and external collaborations.

Project Tracking and Flexibility

Project Monitoring Tools

• A tracking sheet was implemented for monitoring progress on knowledge management initiatives alongside other projects within the organization.

Checklist Utilization

• A checklist approach was adopted for project follow-up, ensuring that all necessary tasks are completed systematically like a design guide.

Avoiding Bureaucracy

• The goal was not to create a new bureaucratic system but rather integrate knowledge management seamlessly into existing processes without adding complexity.

Process Mapping and Objectives

Importance of Process Mapping

• The process of managing knowledge is included in the organizational process map with clear objectives aimed at enhancing operational efficiency through effective technology transfer.

Capturing and Sharing Knowledge

• Emphasis is placed on capturing internal and external knowledge while promoting sharing among stakeholders as part of an ongoing effort towards innovation.

Visualizing Processes

• Simple flow diagrams illustrate key steps in identifying, capturing, organizing, storing, maintaining, and sharing knowledge within the organization.

Knowledge Management Implementation

Understanding the Challenges of Knowledge Management

• The speaker discusses the difficulty of making abstract concepts tangible in engineering, emphasizing that without clear boundaries, it is challenging to engage those unfamiliar with the subject.

• Acknowledges the significant effort put into achieving a fluid and simple presentation of knowledge management processes, highlighting that this required extensive discussions and agreements.

• Suggests that knowledge management can be integrated as another process within existing company tools, aiming for seamless incorporation rather than creating a separate system.

Team Structure and Responsibilities

• Emphasizes the importance of having a dedicated team for knowledge management; merely appointing one person is insufficient.

• Describes how key areas of knowledge were identified through discussions among directors and managers, focusing on various technologies and materials relevant to their operations.

• Each area has an assigned responsible individual, forming a "Knowledge Team" (K Team), which meets regularly to monitor project development.

Decision-Making Process for Knowledge Areas

• Explains how decisions regarding key areas and responsibilities were made during initial project discussions involving senior management.

• Details multiple meetings held to refine these areas from specific products to broader categories, ultimately reaching consensus on foundational topics.

• Notes that additional areas will be incorporated as the project matures, indicating ongoing evolution in their approach.

Assigning Responsibility and Expertise

• Highlights that internal experts were appointed as responsible individuals not just for their expertise but also as recognition of their roles within the organization.

• Mentions initial apprehension among appointees regarding their new responsibilities but frames it as an acknowledgment of their skills and contributions.

Committee Oversight and Future Integration

• Discusses plans for rotating responsibilities among team members to ensure broad understanding across the organization while maintaining engagement with knowledge management practices.

• Introduces a committee created for overseeing knowledge management implementation, ensuring it remains integral to organizational culture during its early stages.

Project Management and Knowledge Sharing Insights

Project Focus and Engineering Tools

• The discussion emphasizes the importance of focusing on project objectives, utilizing various tools for project tracking and compliance.

• A specific tool called A3 is introduced, which serves as a monthly review sheet summarizing project goals, indicators, milestones, actions taken in the last month, and any critical issues that have arisen.

Activities in Knowledge Creation

• The speaker plans to delve into specific activities related to knowledge creation and sharing within the project's framework.

• There is an invitation for participants to ask questions or share experiences regarding their involvement in projects.

Participant Engagement

• An opportunity for audience interaction is presented; participants are encouraged to discuss challenges faced during project implementation.

• Ángel raises a question about categorizing knowledge management processes within strategic frameworks.

Knowledge Management Process Classification

• Ángel queries how knowledge management fits into strategic processes like value chains and support processes.

• The response clarifies that knowledge management is considered a support process within the broader strategy of innovation development.

A3 Tool Application in Knowledge Management

• The A3 tool's role in monitoring projects is explained; it provides a simplified snapshot of project status through visual indicators (like traffic lights).

• Emphasis is placed on tracking tasks against plans rather than just outcomes, ensuring progress aligns with expectations.

Performance Indicators and Outcomes

• Performance indicators are discussed as part of a dashboard that evaluates overall results beyond just task completion.

• The conversation shifts towards reflecting on achievements and areas needing improvement within the project's journey.

Reflections on Project Successes and Challenges

• Participants are prompted to consider what aspects of the project they find most satisfying versus those still requiring attention.

• Satisfaction stems from having developed a tangible model for knowledge management that integrates seamlessly into organizational discussions.

Continuity and Knowledge Management in Industrial Projects

Commitment to Project Continuity

• The speaker emphasizes that there is no doubt about the project's continuity, with everyone contributing positively to its progress.

• There is a sense of pride in successfully integrating a knowledge management process within a competitive industrial environment.

External Interest and Engagement

• The speaker notes an increasing interest from external parties when discussing the project at forums and informal conversations.

• Several companies have shown interest in their model, leading to discussions and visits, indicating positive reception.

Challenges in Knowledge Management

• Despite achievements, challenges remain regarding time constraints and fostering a natural culture of knowledge management throughout the organization.

• The speaker acknowledges that while significant work has been done, there is still room for improvement in embedding knowledge management into the system.

Future Coordination and Operational Insights

• Plans are made for further coordination to discuss operational aspects of how knowledge management has been integrated into projects.

Availability of Recorded Session

• The session will be recorded and available on the AB website within a couple of days for those interested.