BAB 4 HASIL ANALISIS DAN RANCANGAN
4.5 Rancangan Knowledge Management dan Standarisasi Proses
4.5.1 Self Assessment Knowledge Management
Pada tahap ini dilakukan penilaian mandiri dengan menggunakan alat bantu berupa formulir pertanyaan knowledge management yang dikembangkan dengan melakukan modifikasi dari alat bantu yang telah tersedia yaitu dari European
Knowledge Management Forum serta dari buku The Knowledge Management Toolkit yang disusun oleh Amrit Tiwana (1999).
Penilaian mandiri tersebut dibagi menjadi 3 bagian, yaitu:
1. Menganalisis Knowledge Management dan strategi bisnis 2. Evaluasi infrastruktur
3. Proses knowledge dan technology enablers
Adapun hasil dari proses self assessment dapat dilihat pada tabel-tabel dibawah ini.
I. Analyzing Knowledge Management and Your Business Strategy
Initial Strategic Diagnostic
Rating No Strategic Questions 1 Low 2 3 4 5 High Notes
I. 1. How high would you rate your company’s reliance on past data patterns for future decision making?
3
I. 2. Where does your company rank in terms of its possession of core knowledge required in your industry relative to other industry players?
3
I. 3. Where does your company rank in terms of its possession of advanced knowledge required in your industry?
3
I. 4. Where does your company rank in terms of its possession of
innovative knowledge required in your industry? Does this knowledge let your company change the rules of the game and compete in the same markets without any visible competitive threat?
Leadership in Knowledge Management Rating No Questions 1 Less Likely 2 3 4 5 Most Likely Notes
I. 5. Managing organizational knowledge is central to the association’s strategy
3
I. 6. The association understands the revenue-generating potential of its knowledge assets and develops strategies for marketing and selling them
3
I. 7. The association uses learning to support existing core competencies and create new ones
3
I. 8. Individuals are hired, evaluated and compensated for their contributions to the development of organizational knowledge
3
Organizational and Cultural Context
No Questions Answers
Yes because….
...There are numerous department-spreading teams, working groups, etc
3 ...There is a flat hierarchy and therefore a rapid flow of knowledge
3 ...There are regular team meetings for exchanging information and experiences ...A communication-friendly working
environment has been built (central coffee corners, etc)
...Others:.... I. 9. Is the organizational structure of your
company able to make internal knowledge transparent?
No, because…..
I. 10. Where does the knowledge management team fit in the
organizational hierarchy? Does it fit vertically or horizontally in the value chain?
“The KM team” (in Red Piramid this role is embraced by R&D) answers only to the Managing Partner. In the organizational structure, it’s among 3 persons who are positioned to be second in command.
I. 11. Do your company’s employees understand your firm’s core competitive strengths? Are they encouraged to do so? Are they given the time to do so?
Yes, employees understand the company’s strength. It’s discussed repeatedly in weekly general meeting, and in their involvement in various company events. Each employee speaks openly and contributes ideas freely and coherently with the company’s core competitive
strength. I. 12. What level of commitment does the
team have from the senior
management and from the users? If it’s poor, what can be done about it?
I. 13. What are the cultural blockades that should be expected? Does the company culture actually fit with the knowledge-sharing attitude that is needed to make a knowledge management systems work? If not, what changes in reward structure are necessary? Who has the authority to make such changes? Are they willing to make them?
No cultural values that collide with knowledge sharing attitude. But changes are needed in the reward system. The compensation needs to be more geared toward encouraging and rewarding those who share knowledge. The managing partner has the power to make a decision about the reward system, and he is willing to make changes, as he has keen understanding on the importance of KM.
However, it seems that the change needs some ‘push’, through further discussion with the managing partner concerning the inevitability and urgency of system adjustment, in order to foster knowledge sharing among all employees.
I. 14. Has any competitor or noncompeting firm implemented a project like this (such as the project you are
considering)? What do we know about it?
Yes, but they move too slow, or not with enough sense of urgency. May be they see other things to be
prioritized first.
I. 15. Does your company depend on the knowledge and competence surrounding its:
- People? - Processes?
- Technology infrastructure?
Our company depends so greatly (it’s the part of foundation of our company’s existence) on the knowledge and competence of:
• Global best practice • Innovation of practices • Improvement of procedures • Competence of people I. 16. In relation with question no. III. 15.,
what emphasis does your company actually place on these?
Same answer with no 15
I. 17. What does your company reward – team performance or individual performance?
Team performance
Knowledge Management Culture
Rating No Questions 1 Less Likely 2 3 4 5 Most Likely Comments
I. 18. The association encourages and facilitates knowledge sharing.
3 I. 19. A climate of openness and trust
permeates the association.
3 I. 20 Customer value creation is
acknowledged as a major objective of knowledge management.
3
I. 21 Flexibility and a desire to innovate drive the learning process
3
I. 22 Staff takes responsibility for their own learning.
3 It doesn’t mean that the company doesn’t care on staff learning. It simply means that each staff
member realize that continuous learning and mastering new skills are a must.
II. Infrastructural Evaluation
Answer No Questions
Yes No
Comments II. 1. Does your company have a local-area/wide
area computer network?
3 II. 2. Does your company network support
remote access
II. 3. Does your company currently use an intranet
3 II. 4. Is your company standardized on a single
computing platform such as Windows, Linux or Mac?
3 We’re using Windows, with Office 2007 (except for 2 out of 8 computers)
II. 4.a. If the answer of no. 4 is not, what are the different platforms used by your company’s employees?
II. 5. Does your company currently use
GroupWare or collaborative platforms such as Lotus Notes?
3
II. 6. Does your company extensively use mobile computing solutions such as PDA?
3 II. 7. Related to point I.6, iIf your company does
not officially use such solutions, do your employees use these in high numbers?
3
II. 8. Does your company currently use document management solutions?
3 II. 8.a. If answer of no. 8 is yes can you list the
primary reason why?
II. 9. Does your company currently use a project management tool (i.e. MS Project) for tracking projects and assignments?
3
III. Knowledge processes and technology enablers: Which are already in your company?
No Knowledge Objective
Technology Enablers What Currently Exists in Your Company? Please also give explanation.
III. 1 Find knowledge Knowledge bases in consulting firms; search and retrieval tools that scan both formal and informal sources of knowledge, employee skills yellow pages.
Our sources in finding knowledge: internet, books, journals/magazines, surveys, feedback from seminars, focus groups
III. 2 Create new knowledge
Capture of collaborative decision-making processes; DSS tools; rationale capture tools; Notes databases; decision repositories; externalization tools.
Research and development meeting (twice a week), then decisions are made concerning which direction and output of the research will be.
III. 3 Package and assemble knowledge
Customized publishing tools; information refinery tools; push technology; customized discussion groups.
III. 4 Apply knowledge Search, retrieval and storage tools to help organize and classify both formal and informal knowledge
Digital and conventional library
III. 5 Reuse and revalidation of knowledge
Customer support knowledge bases; consulting firm discussion databases; past project record databases and communities of practice
Archives and record
III. 6. Does your company apply consequences and lesson learnt to… Yes
formally
Informally, i.e. through conversation or drawing from memory
No Sometimes Don’t know .. The people involved 3
.. The processes used 3 .. The tools used 3 .. The product parts
used
3
III. 7. Do you use standard template for…
In your opinion what do you think would be best for the business?
Yes No So metimes Do n’t k n o w N/A (D o n ’t have an y tem p lates ) To use th e temp late all th e times To c o nt inue as normal To use th em a lo t less Not t o use them at all Do n’t k n o w Test Specification
(i.e. before service given to customer)
3
Business Cases
(i.e. at the time service given to customer)
3
Design Specifications (i.e. on developing service)
III. 8. Do you feel your projects are well documented in terms of:
If they are – do you feel those documents are used as often as you would like?
Yes No So metimes Do n’t k n o w Yes No t eno ugh Too m u ch Do n’t k n o w Process 3 Service products 3 Supporting Tools used (ie. slide for training, etc) 3 People involved 3
III. 9. When you start a new project which of these best describes the situation? We always begin a project with a new process
We may look back at past project record but do not usually adopt any of the processes
3 We always look back at past project records and adopt the processes that are relevant to the new project
We always adopt the standard process that has been used before
Hasil Penilaian diatas merupakan penilaian yang dilakukan Red Piramid terhadap Knowledge Management yang sudah dijalankan Red Piramid dalam aktivitas sehari – hari. Red Piramid mengklasifikasikan proses Knowledge Management pada perusahaan sebagai proses Knowledge Management yang tradisional karena masih sangat sederhana dan tidak ada standarisasi. Dari penilaian yang dilakukan, ada beberapa hal yang penting untuk menjadi pencatatan yaitu:
1. Penilaian antara proses Knowledge Management yang tradisional dengan strategi bisnis, kepemimpinan, konteks organisasi dan budaya dimana kami melihat kesesuaian strategi bisnis, kepemimpinan, konteks organisasi dan
budaya dengan proses tradisional Knowledge Management yang sudah diimplementasikan dalam aktivitasnya. Red Piramid telah berupaya menciptakan budaya kondusif untuk meningkatkan pengetahuan dan berbagi