Actional Intelligence. A capacity to actionate knowledge

1. Ramos, JC; Mas, M; Albors, J. "
Actional Intelligence
IFKAD 2010
Matera, Italy
jcramos@avanzalis.com
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2. 1
THE CONSTRUCT AND ITS
FOUNDATIONS
June 2010 Actional Intelligence Ramos,
JC; Mas, M; Albors, J 2

3. Actional Intelligence
Capacity of an individual and, by extension, of a collective organization,
to: identify useful and necessary knowledge for an activity, learn it and,
apply it to better perform
Capacity:
➔ To know which knowledge is relevant (needed) for the organization or
individual work practice
➔ To search in the information oceans, access right sources and keep
networking activity to leverage knowledge
➔ To share it, to elicit it… so it can be enriched through the organization
➔ To Actionate it (apply) in a profitable way for the firm
➔ To measure its positive impact in business
➔ To review its behaviour in order to improve it in an iterative way
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Ramos, JC; Mas, M; Albors, J

4. theoretical foundations
Competencies
Capabilities
Performance KM process,
Impact
Actionable K
Actional
Intelligence
Values and Significative
Interests
learning
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Ramos, JC; Mas, M; Albors, J

5. 6 step KM process. Relevance on “actionioning”
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Source: Ramos, JC. 2007
Ramos, JC; Mas, M; Albors, J

6. 2
RESEARCH HIPOTHESYS AND
EMPIRICAL WORK
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JC; Mas, M; Albors, J 6

7. Actional Intelligence. Research Hipothesys
Performance depends on the capacity to actionate knowledge (Actional
Intelligence), which is proportional to values alignment and open attitude
towards learning and change
Values alignment H1
(individual and
organizational)
H3
Actional Performance
Intelligence
Open attitde
towards learning H2
and change
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Ramos, JC; Mas, M; Albors, J

8. testing the structural model
H1 Values (individual and corporate) alignment level is directly
related to the degree of Actional Intelligence, and
consequentially its performance.
The open attitude towards learning is directly related to the
H2
degree of Actional intelligence and as a consequence,
performance
Actionable knowledge level (based on values alignment and
H3 open learning attitude) has a positive influence on individual
performance.
.
Ratio RMR GFI NFI CFI
Our model 0,065 0,894 0,888 0,933
Best-fit-indices 0 >9 >9 1
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Ramos, JC; Mas, M; Albors, J

9. 3
FINDINGS AND CONCLUSIONS
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JC; Mas, M; Albors, J 9

10. findings
Actional Intelligence is a capacity that can be developed. It
consists on positive relationships between:
• Values alignment (personal and corporate)
• Individual and organizational attitude towards promoting learning and pro-actively
accepting change
• Better performance
Improve high qualified people (knwoledge workers) productivity
is the result of developing Actional Intelligence
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Actional Intelligence
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Ramos, JC; Mas, M; Albors, J

11. practical implications
Actional Intelligence links intangible issues, as knowledge and
values to productivity. It helps to clarify the importance of a right Knowledge
Management systematization in organizations
The 6 step process for Knowledge Management is an easy tool to systematise it.
The KM process model highlights actioning knowledge to get
better results (compared to other approaches)
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Ramos, JC; Mas, M; Albors, J

12. managerial implications
Actional Intelligence helps directors to better manage people
Talent is the key competitive factor at the Knowledge Era. Actional Intelligence is
key to transform talent into results
A clear company strategy with clearly defined organizational
values is critic, as they are the reference to Actional Intelligence
But also us, as individuals, have to get clear our own values.
Values, as core of our personal self- development, will leverage our individual careers.
individual Actional Intelligence determines personal
Therefore,
performance and competitivenes
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Ramos, JC; Mas, M; Albors, J

13. 2010. avanzalis knowledge associates.
Creative Commons
Authors:
Jose Carlos Ramos jcramos@avanzalis.com
Marta Mas
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