Leadership and Strategy Competency Area

1. Description and Scope

Leadership and Strategy includes the capability to develop and promote a knowledge vision, to develop a strategy to realize that vision, to communicate the organization’s commitment to the vision and strategy, leading by example, identifying opportunities for knowledge interventions, acting as a transformation agent in shifting the organization’s thinking from industrial and financial capital to intellectual capital, and knowledge and intellectual policy guidance and formulation.


2. Value of Competency to Knowledge Roles

Courses in this competency are primary targeted at the Chief Knowledge Officer role, or other executive level managers who may have responsibility for any of the KM competency areas.


3. Proposed Courses for Competency Area

There are currently no courses in the IAKM curriculum that address this competency. The courses suggested for this competency are listed below. Like other competencies, a mix of traditional courses (3 credits), masters or short courses (2 credits), and workshops (1 credit) are recommended. They are presented in the order they might be offered in the course catalog. Each course also has a potential source or provider, identified in parentheses.

When all courses are available, students would have one 3-credit and two 2-credit courses in the Fall Semester. In the Spring Semester, they would have two 3 credit courses, one 2-credit course, and two 1-credit workshops. Summer Session would offer two 1 credit workshops.


Course
Type of Course
Semester Offered
Project Management for Knowledge Organizations
3 credit
Fall
Strategic Management for Knowledge Organizations
2 credit
Fall
Knowledge Society
2 credit
Fall and Spring
Innovation
3 credit
Spring
Systems Thinking
2 credit
Spring
Complex Project Management
1 credit
Spring
KM Ethical and Legal Topics
1 credit
Spring
Leadership and Leading People
1 credit
Summer
Risk Management in Knowledge Organizations
1 credit
Summer

4. Recommended Course Development Strategies and Schedule

There are opportunities for collaborative development and delivery in this competency. For example, the International Consortium for Complex Project Management is a potential partner for two important courses. And, Amy Laine’s Regional and Corporate Services program is another key partner. The School of Business is also a key partner here.

Course development here would begin in 2010-11, but would deliver only one new course. The bulk of the development would come in 2011-12.




Course
Year Developed
Project Management for Knowledge Organizations
2010-11
Strategic Management for Knowledge Organizations
2011-12
Knowledge Society
2011-12
Innovation
2011-12
Systems Thinking
2011-12
Complex Project Management
2011-12
KM Ethical and Legal Topics
2011-12
Leadership and Leading People
2012-13
Risk Management in Knowledge Organizations
2012-13


This is a competency where both synchronous and asynchronous delivery may be used. Asynchronous may have greater appeal here to busy executives, but these individuals also tend to value interaction and networking which is harder to achieve in an asynchronous context.

By Academic Year 2012/13 we would have deployed all of these courses, with the bulk of the effort coming in Academic Year 2011/12.


New Courses Added
Academic Year 2010-11

New Courses Added
Academic Year 2011-12

New Courses Added
Academic Year 2012-13

Total Courses 2013-2014
3 credit = 1
2 credit = 0
1 credit 0

3 credit =1
2 credit =3
1 credit =2

3 credit =0
2 credit =0
1 credit =2

3 credit =2
2 credit =3
1 credit =4


5. Funding Opportunities for Course Development

Development of the courses in this competency area will depend largely on revenue streams and interest in collaboration from the School of Business. Courses for which there is a demand will be first considered for synchronous development, with the option to capture content and package for asynchronous delivery. Two courses of particular value for synchronous development and delivery are:


  • Project Management for Knowledge Organizations
  • Innovation

A collaborative development option may be explored with the International Consortium for Complex Project management for two other important courses. If there is an interest in these courses expressed by the Goodyear KM team, we will consider using Goodyear Endowment Funds for asynchronous development in 2011-12.


  • Systems Thinking
  • Complex Project Management

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