The War on Waste creates the ideas and a process to get ideas into play. But it still requires a formal process to get new ideas into the system. Once the War on Waste is completed, the company still wants new ideas to continue. When the War on Waste is over, the implemented ideas need to be tracked. That is achieved with the Tribal Knowledge Council, the subject of this chapter.
The TKC is the control point for the input of all ideas. Its purpose is to be the clearing-house for change and new ideas. It serves as a touchstone for the CEO and his Executive team. They use it to keep track of ideas as they move through the system.
It is not managed as much as it is a monitor. It is an automated function with a dashboard. The dashboard tracks the progress of results.
A word of caution here: this council has no direct authority. Nor should it. It merely facilitates the process of putting ideas into play. If authority is given, it will create two problems. One, it will conflict with line management authority. And two, it will create an artificial elite status. This will dampen participation.
Just a note: I wrote this book 10 years ago and had not gotten my on-line business going. With the on-line business, there is a demand for an opportunity to participate in the program and so the management of the ideas using the TKC is no longer required. The system morphs in response to new ideas and continuously does so. It has been an amazing process. Try it out: email me at len@copsolvers.com. Best, Len
The War on Waste creates the ideas and a process to get ideas into play. But it still requires a formal process to get new ideas into the system. Once the War on Waste is completed, the company still wants new ideas to continue. When the War on Waste is over, the implemented ideas need to be tracked. That is achieved with the Tribal Knowledge Council, the subject of this chapter.
The TKC is the control point for the input of all ideas. Its purpose is to be the clearing-house for change and new ideas. It serves as a touchstone for the CEO and his Executive team. They use it to keep track of ideas as they move through the system.
It is not managed as much as it is a monitor. It is an automated function with a dashboard. The dashboard tracks the progress of results.
A word of caution here: this council has no direct authority. Nor should it. It merely facilitates the process of putting ideas into play. If authority is given, it will create two problems. One, it will conflict with line management authority. And two, it will create an artificial elite status. This will dampen participation.
Just a note: I wrote this book 10 years ago and had not gotten my on-line business going. With the on-line business, there is a demand for an opportunity to participate in the program and so the management of the ideas using the TKC is no longer required. The system morphs in response to new ideas and continuously does so. It has been an amazing process. Try it out: email me at len@copsolvers.com. Best, Len