HOW THE KNOWLEDGE MANAGEMENT
LEVERAGE INNOVATION
Prepared by
Dra. Yuli Purwanti, MM
Approach

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
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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
WHAT & WHY KM
Makna MEA 2015 Pada Perekonomian
Tantangan Global
Ekonomi Indonesia 2015
1. 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.
PERINGKAT ECONOMI DIGITAL TAHUN 2010
PERKEMBANGAN PASAR
TELEKOMUNIKASI DUNIA
DIPIMPIN ASIA
6
PERKEMBANGAN JUMLAH PELANGGAN DIDOMINASI CHINA DAN
INDONESIA
Sumber: PWC, 2012
7
PERKEMBANGAN PASAR TELEPON SELULER
8
Social
Capital
Psychological
Capital
Individuals
who have a
global
mindset
Intellectual
Capital
Individuals
who possess
the behavioral
flexibility and
discipline to
act
appropriately
Individuals
who are
capable of
perceiving,
analyzing and
decoding the
global
operating
environment
Individuals who
can accurately
identify effective
managerial action
in the global
operating
environment
Behavioral Repertoire
Global MIndset
Global
Leaders
who are
effective in
influencing
people
from
different
sociocultural
systems
The
Corporation’s
ambition to be
successful
in global
markets
What is
the game?
What are
the rules?
How do
we win?
Reff. Thunderbird Business School of
Management
Global Mindset versi Thunderbird
Windows on the world
NORTHERN VALUES
 Reliability
 Rigor
 Discipline
 Consistency
 System
 Caution
WESTERN VALUES
EASTERN VALUES
 Individuality
 Speed
 Harmony
 Predictability
 Empowerment
 Efficiency
 Consensus
 Modesty
 Productivity
 Directness
 Blending in
 Indirectness
SOUTHERN VALUES
 Loyalty
 Instinct
 Relationships
 Spontaneity
 Hierarchy
 Adaptability
Kunci Sukses MEA Menurut BJ Habibie
Mengapa Harus Knowledge Enterprise
Knowledge Strategy
Knowledge Needs
9 Kompetensi KM
Need Culture & Leadership
What is Knowledge ?
What is Knowledge ?
 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 Management (KM) ?
 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.
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
“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?”
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
• 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.
People, processes and technology
Directories,
Communities
of Practice
PEOPLE
Help design and
then operate
Provides
support for
Help design
and then use
Repositories,
Knowledgebased
Systems
TECHNOLOGY
Define the roles of,
and knowledge
needed by
PROCESSES
Makes
possible new
kinds of
Determine the
need for
New ways to
work, build in
what you want
to achieve
HOW TO IMPLEMENT
Constraint Issue to share Knowledge
Cultural Barrier
Knowledge is Power
Poor Competency /
Knowledge
Comfort zone
Poor Recognition
Lack of Time
Creating Collaborative Environment
of K-Sharing
Individual Level
• Encourage employee involving in
Knowledge Sharing
Group Level
• Building Community of Practice
Corporate Level
• Providing Compentence based
Knowledge
KM FRAMEWORK
MAKE Framework
Organizational Value
Organizational
Learning
Innovation
Customer Knowledge
Intellectual Capital
Management
Knowledge Sharing and Collaboration
Organizational Culture
Value
KM in Business
Reality
KM Activities
Foundation of
Knowledge Base
Organization
Leadership
Based on MAKE Framework Teleos
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.
Telkom Knowledge Management Framework
The Best TIMES Enterprise
Stakeholder Value
Knowledge Enterprise System

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Knowldege
Leader: BOD
as a Dean,
CKO
Knowledge
Expert:
Expert KM,
Expert TCU-C
Knowledge
Creator:
Stakeholder
Knowledge
User:
Stakeholder
People
•
•
•
•
Knowledge
Knowledge
Knowledge
Knowledge
Leader
Expert
Creator
User
“Knowledge based
Enterprise”
 Innovation
 Employee
Learning
 Solution Based
Learning
 Collaborative
Problem-Solving
 Decision Making
 Knowledge ReUse
 Customer
Knowledge
Result:
People guided by
knowledge
Process
• Knowledge
Acquisition
• Knowledge
Refinement
• Knowledge Sharing
• Knowledge
Utilization
Infrastructure
IT Broadband Infrastructure
KM System
The Telkom Way
IT Broadband Network
KM System : Kampiun, Telkom Tube, i-Connect,
Website Telkom, Telkom Portal, Digital Learning
“Knowledge is
actively shared”
 Silaturahmi
Patriot 135
 Community of
Practice
 Employee
Contribution
 Leader as Father
 Knowledge Day ,
DSH, IL@W
Result:
Knowledge
Dissemination
“Built & empowered
it”
 IT Broadband
Network
 KM System
• Kampiun
• Telkom Tube
• Telkom
Website
• Telkom Portal
• Digital
Learning
• i-Connect
Result:
Knowledge
Accessibility
Process
“Knowledge is
codified &
standardized”
 Knowledge is
filtered and
synthesized
 Explicit
knowledge is
formatted,
evaluated, and
selected.
Result:
Relevant Quality
Content
“Knowledge based
on Competence”
 Knowledge
need Inventory
 Knowledge
source
identification
 Knowledge
Searching and
Collecting
 Business Case
Study
Result:
Knowledge
Repository
Google : Turning Problem into Innovation
Google : Organizational Culture
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
Establishing Enterprise Knowledge Culture
 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
Creating and Sustaining Management
Leadership/Support for Managing Knowledge
 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
Delivering Knowledge-Driven
Products/Services/Solutions
 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 knowledgebased 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
Innovation
• 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
Maximizing Enterprise Intellectual Capital
• 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
enterprise intellectual capital
for
increasing
Creating and Sustaining Environment
of Knowledge Sharing

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 (cont’d)
• 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 a Learning Organization
• 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
Delivering Value Based on Customer
Knowledge
 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
Transforming Enterprise Knowledge into
Shareholder Value
• 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
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