Telkom Communications Knowledge Management Planning - Case Study Example

Telkom Communications Knowledge Management Planning Customer Inserts His/Her Name Customer Inserts Grade Course Customer Inserts Tutor’s Name 25, 11, 2010 Table of contents Introduction 2 Enablers 10 Knowledge management in Telkom Communication 12 Knowledge management plan implementation 15 Implementation plan 19 Conclusion 21 References 22 Introduction Knowledge or intellectual capital is one of most important resources in an organisation. The trend in management of organisations has lead to the general acceptance that knowledge is the most invaluable resource in enhancing sustainable competitiveness. Without a proper knowledge base regarding the markets and consumer needs, organisations will be developing products and offering services that will be irrelevant to the market needs. The knowledge driven economy requires organisations perception of human resources as tertiary and not critical asset to be changed. Today, knowledge workers are the most reliable resource as they form the nucleus of knowledge. Individuals’ tacit knowledge needs to be shared so that it can form part of the organisation knowledge. Application of knowledge in wealth creation is real; successful organisations are selling knowledge based products and services. Knowledge is therefore a critical necessity for wealth creation. In a nutshell, knowledge management entails all the deliberate organisation endeavours geared towards knowledge competency management, sharing and application. This involves designing of systems, technologies and processes to create protect and avail for use known organisational knowledge. This report will assess the knowledge management processes and technologies in Telkom communications; a telecommunication firm dealing with the production of mobile phone handsets and other communications support equipments. The company has its vision of being global telecommunications provider and currently having branches in several countries with one headquarters where production of the mobile products is done. The company’s designers and engineers are based in the headquarters but with frequent field visits to collect client feedbacks. This report will recommend a more effective knowledge plan that will be responsive to the organisation’s corporate strategy. Importance of Knowledge management Knowledge management relevance in organisations is invaluable; it is viewed as the driver for strategic and tactical decision making and change. The competitive environment facing organisations like Telkom communications are numerous ranging from ever increasing competitors, increasing customer requirements and design challenges in mobile technologies (Scholl, Meyer & Heisig, 2004). Below are the benefits Telkom communications will gain by implemented an effective and efficient knowledge management. Increased employee satisfaction Knowledge management systems have been known to increase the technical capacity of employees. According to Scarbrough (2003) collaboration and other knowledge sharing capabilities of knowledge management do make employees more productive, knowledgeable and satisfied with their work. Ability to maintain a low knowledge workers turnover is an advantage to most organisations as this will reduce staffing and training costs. Prevents loss of intellectual capital Knowledge management gives the organisation the capability to learn and store all the knowledge it has acquired. Knowledge workers turnover should not affect organisation knowledge base where knowledge management technologies and systems are in place (Oltra, 2005). Tacit knowledge of different knowledge workers are usually extracted through knowledge management processes of collaboration and workplace socialization. This will ensure secure storage of intellectual capital in databases and further applications in processes and systems. Cost savings With the establishment of a strategic knowledge management plan, Telkom communications will be able to reduce costs via reduction in staff turnover, production of low cost telecommunication equipments, instituting low cost production processes and reduced communication costs and increase worker productivity. The ability to access information from knowledge bases will reduce project costs where similar projects are being carried out or where a project team can refer to previous project documentations (Bhatt, 2001). Low cost of production overheads is the desire for most organisations especially with the increased competition. Increased productivity Productivity in organisations is a measure of performance. Knowledge management planning will ensure that management decision making is improved thereby increasing the quality of decisions made (Oltra, 2005). It also embed cost saving measures into production processes and products resulting in efficient production. Democratic access to information Access to information is an important aspect of learning which will simplify production and decision making. Availability of knowledge base in an organisation will give employees the democracy they require in order to create knowledge. This will facilitate cross pollination of knowledge resulting in development of new processes and improved products (Henard & McFadyen, 2008). Telkom communications requires democracy in the access to information within the various knowledge groups in order to develop products which are very ingenious and meeting customer requirements. Faster learning Knowledge and intellectual capital can be acquired through the process of learning. Organisation can hastened the learning process by having a knowledge process that will be merged synergistically with the overall organisation functionality. This will ensure that the knowledge creation and sharing is fastened consequently timely and accurate decisions regarding operations, productions and strategies will be made. Individual learning is also a critical aspect of knowledge management that Telkom Communications will have to build so that applications of different knowledge will be done. The individuals’ cognitive ability forms the core of knowledge creation and application meaning that the organisation must be able to provide the relevant environment for improvement of individual knowledge level (Perez & Ordonez de Pablos, 2003). The basic entry level to the organisation should be able to ensure that the right knowledge workers are recruited with the right acquired knowledge which can easily be upgraded to a unique knowledge that can create competitive edge. When the whole organisation team have higher cognitive skills, the organisation learning will be fast and achieving the creative knowledge necessary for attaining sustainable competitive advantage will be eased. The need for Knowledge management plan Knowledge management plan is a deliberate plan detailing the measures, management actions, design and technologies necessary to enhance on creation, sharing and application of organisations intellectual resource. The plan is a necessary blue print Telkom Communications must be able to invest into knowledge management therefore it must be harmonised with the core organisation documents that detail the corporate strategy and functional manuals. The need for knowledge management in an organisation like Telkom Communication is because of the following reasons; Aggressive competition The competitive business environment necessitates that organisations have a clear road map to achieving their goals. The only way to this is the establishing a clear plan of actions that when implemented will allow for flexibility with the changing environmental conditions that is a challenge. Aggressive competition needs organisations to develop strategies to maintain their relevance. In the telecommunication sector, cut-throat competition amongst players has been seen in the recent years and Telkom Communications is an organisation in a very competitive sector. The company therefore needs a knowledge plan that will ensure that the organisations learns faster and applies knowledge immediately in order to keep itself relevant in business (Drucker, 1999). Capturing of tacit knowledge The core of organisation knowledge is in the knowledge workers’ cognitive abilities, this creates a challenge in harnessing it. This calls for a concerted management planning in the form of knowledge plan so that avenues and facilities will be put in place so as to codify it or share it with other knowledge workers (Drucker, 1999). Forums like open talks, seminars, conferences needs to be frequently organised within the organisation in order to tap knowledge from individual facilitators. Capturing of tacit knowledge requires knowledge planning in orders to design the best ways of capture and storage. Organisation bonding Cross pollination of ideas and knowledge has been known to create results bigger that the aggregate totals of all the contributions. The pillars of the organisation knowledge are embeded in the contributions of many knowledge workers. The trust essential for knowledge sharing is a deliberation through knowledge plan where organisation bureaucracies are flattened and free flow of information allowed (Fitz-enz & Chatzkel, 2002). This creates teamwork rather than senior-junior relationship. Reduce unnecessary reengineering and restructuring The knowledge driven economy has made it hard for organisations to be relevant to their stakeholders needs, this reduces the demand for their outputs making them underperform. Most organisation management instead of working for the best service provision or developing cutting-edge products which meets customers’ needs resort to downsizing through reengineering where massive job losses are incurred (Fitz-enz & Chatzkel, 2002). Knowledge management plan will place each knowledge worker on a position of responsibility to be a source of knowledge. This makes problem solving process an informed process with relevant knowledge inputs hence preventing wrong problem solutions from being implemented. Reduced communication costs- reuse of knowledge Communication process requires a lot of costs and is very critical in knowledge creation process. Knowledge planning will put in place mechanisms for storage of knowledge within an organisation in databases and libraries. This will guarantee future access of the same information within the organisation without incurring any communication costs. Knowledge management strategies Organisation knowledge is an intangible and intellectual asset which is always expensed when it has been imbedded in organisation production processes, products or services (Malone & Yohe, 2002). Intellectual capital is very versatile hence has relevance globally. The essence of knowledge generally is to provide an organisation like Telkom Communications with sustainable competitiveness. Knowledge management strategies that can be applied in organisation will vary with the nature of the organisation and its information requirements. The main strategies vary on the focus of the implementation team whether computing technologies or people. Codification strategy entails a focus on information technologies while personalisation strategy focuses on the knowledge worker. Codification strategy perceives knowledge management much on the information storage and retrieval technologies but personalisation strategy concentrates much on knowledge creation and individual tacit knowledge as a core of knowledge management (Martin, 2000). Technical departments in an organisations will need to focus more on the personification strategy since new challenges always affect them requiring totally ingenious knowledge. For the case of Telkom Communications personification strategy will be relevant in the design and engineering departments while codification strategy will be more relevant in the business and finance department where routine activities needs a basic retrieval system for their instructions manuals. Both strategies therefore are required in Telkom communications because of differences in working groups approached to knowledge management. The difference in both knowledge management strategies is as follows; Codification strategy Personalization strategy Tool Technology-led People-led Type of knowledge Explicit knowledge Tacit knowledge Externalization Codify knowledge Engage in dialogue Operation Use database Channel expertise Enablers Implementation of a successful knowledge management plan requires the existence of facilities and processes that will enable the organisation access and use intellectual capital. These attributes and process are referred to as knowledge management enablers. They are independent of the actual knowledge assets but are very indispensible in knowledge creation, sharing, storage and use. Technology Technology has always an enabler to several human controlled processes. Knowledge management technology is required to assist in the areas of information gathering, sharing, application, communication and storage (Henard & McFadyen, 2008). Computing tools for enterprise-wide collaboration either in the form of physical or virtual teams are a necessity for Telkom communications. Other technologies include; search engines, database management systems, web portals, communication technologies and equipments. Technology enables necessary collaboration, communication and storage of knowledge. Culture Culture is a way of doing things and even relating amongst staff in an organisation. The effects of organisation culture are far reaching extending to influence on the achievement or otherwise of the organisation goals (Jackson & Kakabadse, 2003). Culture needs to be changed where necessary so that it can be in tandem to the knowledge plan. Knowledge champions Knowledge management requires leadership that is dedicated so that it can be able to organise knowledge workers so as to catalyse knowledge creation and application process. Knowledge champions for knowledge intensive organisations constitute the office of chief knowledge officer and in some cases it is incorporated in the human resource departments (Martin, 2000). Other knowledge champions can be knowledge community’s team leaders with expertise in their domains. Access Knowledge access is not concerned just with the availability but also usage of knowledge resource. Organisations’ knowledge will create value on usage and this means that its availability must be timely and in the right place of usage. Access of knowledge must be in compliance with the existing property regulations so that organisations may not be subject to litigations and reputation risks. Learning culture Learning is a process of building cognitive and competency abilities in a knowledge worker. Learning is both for the knowledge worker and the organisation therefore knowledge plan needs to encourage or motivate the learning culture (Kirzner, 1997). To enhance a learning culture, an environment of trust and collaboration should be created in an organisation. Leadership Leadership has the responsibility of maintaining order and liberate the creative abilities of the knowledge workers. Leadership is generally the responsibility centre at the same time a role model to knowledge workers. The following are the roles of leadership in knowledge management; a) Training to ensure that knowledge workers capabilities are upgraded and applied. b) Promote cross pollination of information and ideas. This will enhance creation and sharing of new knowledge. c) Reduce barriers to learning and knowledge creation. d) Rewards knowledge creation, sharing and innovation e) Directing focus on organisations corporate strategy and goals f) Provide avenues and technologies for access to external knowledge and global technology breakthroughs. Knowledge management in Telkom Communication Telkom Communication currently is a learning organisations but it has not yet fully undertake to appreciate learning and intellectual capital as one of the pillars for its success. The company do not have a deliberate knowledge plan therefore making knowledge management haphazard and an accidental process that is heavily characterised by tacit and individualised knowledge (Raich, 2002). The following are knowledge management weaknesses inherent in Telkom communications which the new knowledge management plan must be able to solve; Lack of knowledge management leadership Disharmony between research and development goals with business goals Lack of motivation for knowledge sharing Insufficient knowledge management enablers Lack of strategic collaborations between knowledge groups From the above weakness, it is clear that Telkom Communications has not yet appreciated the role of knowledge in achieving corporate strategy and adding value to their shareholders. In order to maintain its business relevance in the knowledge economy, Telkom Communications needs to develop a deliberate knowledge strategy that will enable it to gain sustainable competitiveness. The proposed knowledge plan must meet the following objectives; a) Generating knowledge The knowledge plan must be able to generate knowledge internally and externally so as to provide the necessary inputs to organisations’ corporate strategy and vision of being the global leader in production and distribution of telecommunication equipments. b) Accessing knowledge The knowledge groups in Telkom Communications comprising of design and engineering team, business team. Supply chain team and management team should have a necessary platform for sharing and accessing knowledge (Malone & Yohe, 2002). The company should build an intranet and establish a networking technology platform for use both within the teams and amongst them. Accessing of knowledge in a timely and at the right place will provide the delivery of cutting-edge solutions to different organisations challenges. c) Representing knowledge Most organisations knowledge is interred in the intellect of its knowledge workers and this requires that organisation must find ways of extracting and sharing so as to be meaningful to the organisation. Telkom communications’ knowledge base is mostly in the creativity of some of its leading technical managers, this means that the knowledge management plan should be able to flexibly and categorically put in place extraction and representation of the same so as to facilitate future reference and organisation learning. d) Facilitating knowledge Knowledge management plan should put in place facilitation systems and technologies for knowledge creation, sharing and applications. The leadership style and responsibility centres must be clearly be stated in the plan. It should also be able to break all the barriers to knowledge creation and put in place motivation mechanisms to promote knowledge creation and application. e) Transferring knowledge Knowledge will creates value only on usage and not storage. Transfer of knowledge is a necessity for its application. Knowledge management plan must be able to put in place knowledge communication technologies and other transfer mechanisms like seminars, knowledge groups and informal discussions. Knowledge management plan implementation The management acceptance of a deliberate knowledge management plan to be established needs further support by following an implementation methodology that will ensure successful knowledge management. Telkom communications pillars of knowledge management are knowledge communication, generation and processes. The support of these pillars and other enablers will facilitate Telkom communications achievement of its Knowledge management goals consequently enhancing the achievement of corporate goals (Svetlik & Stavrou-Costea, 2007). Corporate goals and knowledge management as applied in the Telkom communications scenario is being illustrated in the figure below. The organisation begins the knowledge management by establishment of an oversight committee that will drive the process. The knowledge oversight committee constitute different sectional heads and will define Telkom communications’ understanding of knowledge management. Other responsibilities of the committee are; i. Define the organisation knowledge management needs Knowledge management needs constitutes the aspirations and goals of knowledge management plan. The committee after defining knowledge management in the context of Telkom Communications will need to establish its deliverables. The committee should ensure that the needs are acceptable to all the units in the organisation. ii. Audit organisation culture The committee has the responsibility of instituting an audit to the organisations’ culture in order to establish if they are in tandem with the knowledge management needs. The committee ensures that acceptable organisation culture will be there to support knowledge management initiatives. Where culture will be an impediment to knowledge creation and sharing, it is necessary that the committee recommends for its change. iii. Review corporate strategy Corporate strategy defines the organisations goals and the business objectives consequently it is an important document that has to be harmonised with the knowledge management plan. Corporate strategy without a knowledge plan is a short run document hence in order to drive the organisation into the unforeseeable future, corporate strategy must be supported by a knowledge plan embeds resilience to environmental changes. The establishment of a knowledge plan must be in line with the goals of the corporate strategic plan. iv. Design knowledge requirement reward and incentive Knowledge workers require rewarding in order to develop more impetus for their work. Without rewarding knowledge management success, the knowledge worker will not be able to feel appreciated therefore might develop negativity to the whole process. The oversight committee must establish reward systems and incentive programs so as to encourage knowledge management (Laszlo & Laszlo, 2002). v. Institute the office of chief knowledge officer Telkom Communications being an organisations targeting global market must put in place a serious management plan that will institute the office of the knowledge management officer as a knowledge champion. Knowledge being an important resource an equivalent of capital needs to be managed by a professional dedicated to it. The office of the knowledge management officer has the following goals; 1. Gather and facilitate information sharing on production best practices and standards 2. Install collaborations tools necessary for sharing knowledge by different knowledge groups 3. Manage knowledge creations, sharing and application process within Telkom communications. Chief knowledge officer will be a role model and a leader in creativity and innovation. vi. Organisation training The knowledge management oversight committee has the responsibility of instituting an organisation-wide training on the relevance of knowledge management. This awareness training is designed to defuse staff resistance to the knowledge management and ensure that they build trust necessary for collaboration and knowledge sharing. The trainings will be an avenue to collect the opinion of staff members regarding knowledge planning consequently being the first step in organisation learning. Training schedule will ensure that each and every employee of Telkom communications is trained. The committee should also institute knowledge management in the human resource orientation programs for new employees. vii. Information gathering Knowledge management begins with information gathering and filtering in order that the right inputs enter into the processes. Information gathering will always be defined by the different sources they are collected from. For tacit knowledge team leaders facilitating collection of the same must be established a part of knowledge office (Scholl, Meyer & Heisig, 2004). Knowledge bases should be easily accessible and all information collected must be the necessary threshold. All information gathering mechanisms established by the oversight committee should always be able to meet Telkom’s knowledge needs. Implementation plan The plan will be implemented in two phases. The first phase will establish a knowledge management plan and system, while the second phase ensures continuous maintenance of the system and update of the plan to reflect environmental changes. The plan is a step by step knowledge management system development rollout that will not only establish the system but also deliver the necessary documentation and support technologies Phase one: Knowledge plan implementation Establish knowledge oversight committee Needs assessment and documentation in the knowledge needs report Design knowledge reward program for Telkom Communications Establish the office of chief knowledge officer Assess the required Knowledge management technologies Establish training timetable Establish information sources and collection technologies and process Deliverables Knowledge management technologies and user manuals Knowledge needs report Knowledge management office Phase two: Knowledge Rollout Complete rollout of knowledge management processes and systems Establish the maintenance plan for knowledge management Institute data validation features to the system Establish a database management system and libraries. Deliverables Knowledge management incorporation in Telkom communications production and business process Knowledge management strategic plan and system Library Active database Conclusion Telkom Communications being a corporate entity in the realm of information and communications industry requires necessary intellectual capital in order to establishing itself as a relevant player in the industry. The company’s deliberate establishment of a knowledge management plan is a step in the right direction and will see the organisation develop cutting-edge products that will ensure that it achieves a sustainable competitiveness. The report will assist the management of Telkom Communications to develop a document that will bring out the assets of creativity, ingenuity and innovations essential for an organisation operating in the global market. 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