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HOW THE KNOWLEDGE MANAGEMENT LEVERAGE INNOVATION Prepared by Dra. Yuli Purwanti, MM.

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Presentasi berjudul: "HOW THE KNOWLEDGE MANAGEMENT LEVERAGE INNOVATION Prepared by Dra. Yuli Purwanti, MM."— Transcript presentasi:

1 HOW THE KNOWLEDGE MANAGEMENT LEVERAGE INNOVATION Prepared by Dra. Yuli Purwanti, MM

2 Approach  Knowledge Management is not a cookbook.  It’s OK to make mistake  Coach, mentor and support one another  There is sometimes no absulate answer but probably better solution  An understanding of the underlying principles and processes is more important than just the content and tools

3 WHAT & WHY KM

4 Makna MEA 2015 Pada Perekonomian

5 Tantangan Global Ekonomi Indonesia Perlambatan ekonomi China.  Perlambatan pertumbuhan China sejalan dengan upaya pemerintah untuk memperlambat pertumbuhan kredit terutama pada sektor real estate.  Ekspor Indonesia ke China sekitar 11 persen. 2. Ancaman Capital Outflow.  Perbaikan ekonomi AS akan berdampak pada penurunan stimulus moneter oleh the Fed.  Perbaikan indikator ekonomi AS akan mendorong kenaikan suku bunga dan diproyeksi akan mendorong capital outflow serta memberikan dampak lanjutan seperti depresiasi nilai tukar. 3. Implementasi Masyarakat Ekonomi ASEAN.  Indonesia tertinggal pada seluruh indikator seperti infrastruktur, pembiayaan, hingga sumberdaya manusia.  Indonesia hanya unggul dari jumlah penduduk dan menjadi salah satu pasar potensial bagi negara lain.

6 PERINGKAT ECONOMI DIGITAL TAHUN PERKEMBANGAN PASAR TELEKOMUNIKASI DUNIA DIPIMPIN ASIA

7 PERKEMBANGAN JUMLAH PELANGGAN DIDOMINASI CHINA DAN INDONESIA Sumber: PWC,

8 PERKEMBANGAN PASAR TELEPON SELULER 8

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10 Global MIndset Psychological Capital Psychological Capital What is the game? Individuals who are capable of perceiving, analyzing and decoding the global operating environment Intellectual Capital Individuals who have a global mindset Global Leaders who are effective in influencing people from different socio- cultural systems What are the rules? How do we win? The Corporation’s ambition to be successful in global markets Behavioral Repertoire Social Capital Social Capital Individuals who possess the behavioral flexibility and discipline to act appropriately Individuals who can accurately identify effective managerial action in the global operating environment Reff. Thunderbird Business School of Management

11 Global Mindset versi Thunderbird

12  Individuality  Empowerment  Productivity  Speed  Efficiency  Directness WESTERN VALUES  Loyalty  Relationships  Hierarchy  Instinct  Spontaneity  Adaptability SOUTHERN VALUES  Reliability  Discipline  System  Rigor  Consistency  Caution NORTHERN VALUES  Harmony  Consensus  Blending in  Predictability  Modesty  Indirectness EASTERN VALUES Windows on the world

13 Kunci Sukses MEA Menurut BJ Habibie

14 Mengapa Harus Knowledge Enterprise

15 Knowledge Strategy

16 Knowledge Needs

17 9 Kompetensi KM

18 Need Culture & Leadership

19 What is Knowledge ?

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21  Knowledge merupakan sebuah gabungan aliran pengalaman, nilai-nilai, informasi kontekstual, dan wawasan pakar yang menyediakan satu kerangka untuk mengevaluasi dan membentuk pengalaman dan informasi baru.  Berasal dan digunakan di dalam pikiran pemilik pengetahuan (the knowers).  Dalam organisasi, seringkali melekat tidak hanya di dalam dokumen atau repositories melainkan juga di dalam (pekerjaan) rutin, proses, praktik dan norma organisasi. What is Knowledge ?

22  KM is a holistic management discipline with rapidly emerging new strategies, innovations, methods, tools, and Techniques  Suatu proses atau upaya yang dilakukan secara sistematis, efektif, aktif dan cerdas untuk mengelola knowledge baik yang eksplisit maupun tacit, dengan dukungan perangkat teknologi informasi, manusia, dan lingkungan organisasi yang baik untuk mencapai tujuan organisasi  Disiplin perusahaan untuk mengelola dan memanfaatkan aset-aset intelektual, termasuk data digital, pengetahuan tentang best practice, kompetitor dan kastamer, keahlian, pengalaman dan gagasan dari pegawai. What is Knowledge Management (KM) ?

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24 KM is like learning to drive There’s a big difference between:  Doing the theory test  Sitting in the front passenger seat while someone else drives  Actually driving the car yourself

25 “Driving” KM  General awareness is one thing…  …understanding is quite another  A commonly heard cry is that “we know about knowledge management as a concept, but how do we do it?”

26 Do:  Lead from the top  Make sure to cut across boundaries  Think in terms of an ongoing KM activity, not a “project” that is done and finished Don’t:  Go against the organization’s culture  Expect people (or systems) to change overnight  Ignore the exceptions to the process

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28 Tacit Knowledge – Melekat di dalam pikiran individu – Merupakan satu keluaran dari masyarakat sosial, baik individu maupun kelompok – Merupakan know-how individu dan konteksnya ditambah melalui pengalaman dan interaksi. – Contoh : Personal Skills, Beliefs, Values, Ideas, Creativity, Insight, Innovation. Explicit Knowledge – Mudah di-share di antara orang-orang sekali ia dikodifikasi dan disimpan di dalam sebuah pusat penyimpan, menjadikannya dapat diakses oleh semua orang – Terstruktur dan memuat item-item seperti: kebijakan, prosedur, paten, trademarks, penelitian dan trade skills – Ditemukan di dalam proses atau rutin yang mengikuti beberapa set logical guidelines yang ditetapkan sebelumnya.

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32 People, processes and technology Directories, Communities of Practice New ways to work, build in what you want to achieve Repositories, Knowledge- based Systems

33 HOW TO IMPLEMENT

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36 Constraint Issue to share Knowledge Poor Competency / Knowledge Comfort zone Knowledge is Power Lack of Time Poor Recognition Cultural Barrier

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39 Creating Collaborative Environment of K-Sharing Encourage employee involving in Knowledge Sharing Individual Level Building Community of Practice Group Level Providing Compentence based Knowledge Corporate Level

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44 KM FRAMEWORK

45 MAKE Framework Leadership Organizational Culture Knowledge Sharing and Collaboration Organizational Value Customer Knowledge Intellectual Capital Management Innovation Organizational Learning Foundation of Knowledge Base Organization KM Activities KM in Business Reality Value Based on MAKE Framework Teleos

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47 Apple The 2012 Global MAKE panel has recognized Apple for creating a knowledge-driven organizational culture (1st place), developing knowledge-base products/services/solutions (1st place), maximizing its enterprise intellectual capital (1st place), and transforming enterprise knowledge into shareholder value (1st place). This is the seventh year in a row that Apple has been recognized as a Global MAKE Winner, including overall 2009, 2011 and 2012 Global MAKE Winner. Google (United States) Google is recognized in the 2012 Global MAKE study for developing knowledge-based products/services/solutions, and maximizing enterprise intellectual capital. This is the eight consecutive year that the company has been recognized as a Global MAKE Winner, including overall 2010 Global MAKE Winner. Samsung (South Korea) The 2012 Global MAKE panel has recognized Samsung for creating a knowledge-driven organizational culture, and organizational learning. This is the ninth consecutive year that Samsung has been recognized as a Global MAKE Winner. Toyota (Japan) The 2012 Global MAKE panel has recognized Toyota for maximizing enterprise intellectual capital. Toyota is a 10-time Global MAKE Winner, including overall 2005 and 2006 Global MAKE Winner.

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49 Knowledge Enterprise System The Telkom Way Infrastructure IT Broadband Infrastructure KM System Infrastructure IT Broadband Infrastructure KM System People Knowledge Leader Knowledge Expert Knowledge Creator Knowledge User People Knowledge Leader Knowledge Expert Knowledge Creator Knowledge User Process Knowledge Acquisition Knowledge Refinement Knowledge Sharing Knowledge Utilization Process Knowledge Acquisition Knowledge Refinement Knowledge Sharing Knowledge Utilization Stakeholder Value The Best TIMES Enterprise Knowldege Leader: BOD as a Dean, CKO Knowledge Expert: Expert KM, Expert TCU-C Knowledge Creator: Stakeholder Knowledge User: Stakeholder IT Broadband Network KM System : Kampiun, Telkom Tube, i-Connect, Website Telkom, Telkom Portal, Digital Learning “Built & empowered it” IT Broadband Network KM System Kampiun Telkom Tube Telkom Website Telkom Portal Digital Learning i-Connect Result: Knowledge Accessibility “Knowledge based on Competence” Knowledge need Inventory Knowledge source identification Knowledge Searching and Collecting Business Case Study Result: Knowledge Repository “Knowledge is codified & standardized” Knowledge is filtered and synthesized Explicit knowledge is formatted, evaluated, and selected. Result: Relevant Quality Content “Knowledge is actively shared” Silaturahmi Patriot 135 Community of Practice Employee Contribution Leader as Father Knowledge Day, DSH, Result: Knowledge Dissemination “Knowledge based Enterprise” Innovation Employee Learning Solution Based Learning Collaborative Problem-Solving Decision Making Knowledge Re- Use Customer Knowledge Result: People guided by knowledge Process Telkom Knowledge Management Framework

50 Google : Turning Problem into Innovation

51 Google : Organizational Culture

52 Problem Issues (1) Knowing is not enough; we must apply. Willing is not enough; we must do. Johann Wolfgang von Goethe Being different can be a GOOD thing. The Fairy Tale of Ugly Duckling

53  Develop and deploy knowledge-based enterprise vision and strategy  Articulate knowledge-based enterprise vision through mission statement  Determine enterprise core competencies (knowledge assets)  Design knowledge-based enterprise structure and relationships between enterprise units  Develop and manage enterprise knowledge values Establishing Enterprise Knowledge Culture

54  Develop and deploy enterprise management style which encourages the acquisition, sharing and application of knowledge  Provide financial and non-financial support for managing knowledge  Operate a knowledge council to ensure deployment of knowledge strategy  Deploy enterprise knowledge strategy under guidance of chief knowledge officer  Encourage and support enterprise knowledge strategy and approach  Develop and train knowledge leaders  Recognize/reward knowledge leaders  Measure effectiveness of knowledge leaders  Communicate/report enterprise management leadership/support for managing knowledge Creating and Sustaining Management Leadership/Support for Managing Knowledge

55  Developing and deploying an enterprise knowledge creation and innovation strategy  Developing and training the workforce in idea generation and innovation  Involving customers and suppliers in the development of knowledge- based goods and services  Increasing/expanding enterprise knowledge  Managing the transfer of knowledge and ideas to ‘points of action’  Recognizing/rewarding innovators  Managing the production and/or service of knowledge-based goods and services  Measuring value created from knowledge creation and innovation Delivering Knowledge-Driven Products/Services/Solutions

56 Employees are allowed free time to be creative Functional barriers are removed and ‘silo’ mentalities discouraged Employees are allowed to take risks and to make mistakes Organizations create reward systems which encourage innovation Networks and communities of practice are encouraged Customers are integrated into the creative process – problems are looked at from the customers’ perspective The innovation process is under continuous review and improvement Innovation

57 Developing and deploying an enterprise intellectual capital strategy Developing and training the enterprise workforce in intellectual capital concepts and tools Developing tools and techniques to manage and measure intellectual capital Managing and expanding intellectual capital Protecting knowledge assets Recognizing/rewarding employees for increasing enterprise intellectual capital Maximizing Enterprise Intellectual Capital

58  Develop and deploy enterprise knowledge sharing strategy  Develop and train workforce in knowledge sharing concepts and tools  Develop tools and techniques for knowledge sharing (e.g., Internet, intranets, communities of practice, teamworking)  Manage and improve knowledge value chain  Manage and promote knowledge sharing  Develop knowledge sharing concepts and skills  Develop and manage knowledge sharing  Use collaborative tools for knowledge sharing Creating and Sustaining Environment of Knowledge Sharing

59 Support communities of practice Develop and maintain corporate intranets for knowledge sharing Develop and manage knowledge databases Transfer best practices gained from knowledge sharing Recognize/reward employees for knowledge sharing Measure enterprise value creation from knowledge sharing Communicate/report value creation from knowledge sharing Creating and Sustaining Environment of Knowledge Sharing (cont’d)

60 Developing a knowledge-based enterprise learning strategy Developing collaboration/partnerships for accelerated learning Developing and/or acquiring learning methodologies, tools and techniques Converting tacit into explicit knowledge Developing communities of practice Learning by doing Coaching and mentoring Developing an organizational learning infrastructure, e.g., corporate intranet for the internal and external exchange of learning experiences Moving from individual learning to organizational learning Creating a Learning Organization

61  Developing and deploying an enterprise knowledge-driven customer value management strategy  Creating and managing customer value profiles and maps  Creating customer value chains  Developing and/or acquiring tools and techniques to collect and gain value from customer knowledge  Developing and managing customer databases  Developing tools and techniques to extract value from customer knowledge  Measuring changes in the customer value chain Delivering Value Based on Customer Knowledge

62 Developing and deploying an enterprise knowledge-driven strategy for increasing shareholder value Mapping and developing knowledge value chains Managing and measuring knowledge value chains Measuring changes in enterprise shareholder value Communicating/reporting on knowledge-based value creation Transforming Enterprise Knowledge into Shareholder Value

63 References : Knowledge Associates Module, 2009 KNOWS Network Patrick Lambe, Strait Knowledge, 2011 Aston Business School, A Process View of Knowledge Management, 2010 Ronald Meier, Re-Focusing Knowledge Management, 2011


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