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H. Himawan

Dari Informasi ke Knowledge Management. H. Himawan. Taksonomi Knowledge . Tacit Knowledge Explicit Knowledge. Proses KM . A) Sosialisasi , Eksternalisasi , Kombinasi , dan Internalisasi . Nonaka and Takeuchi (1995)

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H. Himawan

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  1. Dari Informasike Knowledge Management H. Himawan

  2. Taksonomi Knowledge • Tacit Knowledge • Explicit Knowledge

  3. Proses KM • A) Sosialisasi, Eksternalisasi, Kombinasi, danInternalisasi. Nonaka and Takeuchi (1995) • B) Knowledge Generation (Creation and Acquisition), Knowledge Codification (Storing), Knowledge Transfer (Sharing), and Knowledge Application (Use). Davenport and Prusak (1998), Alavi and Leidner (2001) • C) Production + Integration + Application

  4. Problematika KM • KM sebagaisebuahProjek • Memerlukanmetodologi yang sistemikdanterpadudengansiklushiduptertentu; • KM sebagai sebuah Proses • Tingkatan Organisasi, struktur, kultur,dan manajemen harus beorientasi ke Knowledge ;maka • Bagaimana menyiapkan struktur? • Bagaimana mengubah manajemen dari AS-IS ke TO-BE? • Bagaimana memilih dan menerapkan perangkat yang diperlukan dalam KMS?

  5. BerbagaisumberKnowledge Source E T Pengetahuankaryawan, ketrampilan, danKompetensi Pengalaman ( baikindividumaupunkelompokl ) Ketrampilankelompok Pertukaran knowledge secara informal Nilai Norma Keyakinan ü ü ü ü ü ü ü ü ü ü ü E - Explicit/Codificable T- Tacit/Needs Explication

  6. Berbagaisumber Knowledge Source E T Pengetahuanberbasistugas Knowledge ygmenyatudalamsistemfisik Modal manusia Knowledge ygberhubungan dg struktur internal Knowledge ygberhubungan dg struktureksternal Modal pelanggan Pengalamankaryawan Relasi dg pelanggan ü ü ü ü ü ü ü ü ü ü ü ü ü ü E - Explicit/Codificable T- Tacit/Needs Explication

  7. Akuisisi Penggunaan bersama (sharing) Penggunaan (utilization) TahapanPenggunaanPengetahuan

  8. 4 tahappeningkatanknowledge Care-Why Know-Why Knowledge management system supported Know-How Know-What Current State of Most Companies Desirable Knowledge Stage - by James Brian Quinn Initial Leveragibility Desirable Level of Knowledge

  9. Care-why. Kreatifitas yang didorongmotivasidaridirisendiri. Tidakdidukung knowledge management. Know-why. Memahamihubungansebab-akibat. Know-how. Tahubagaimanamelakukansesuatu. Kemampuanmenterjemahkanpengetahuan yang adadibukumenjadisuatuhasil. Know-what. Pengetahuankognitif.

  10. ContohKnow-Whattanpa Know-How Saya tahu cara kerja mobil.

  11. ContohKnow-Howtanpa Know-Why Tukang reparasi radio Tukang pijat refleksi

  12. Perbedaanasetinformasidanpengetahuan. Pengetahuanumumnyadibangunmelaluikerjasamapenyelesaianmasalah, percakapandankerjakelompok. BERBAGI PENGETAHUAN(Knowledge Sharing)danPENGGUNAAN PENGETAHUAN(Knowledge Utilisation)

  13. NGOBROL TACIT Eksternalisasi Sosialisasi EKSPLISIT TASIT S E I C Kombinasi Internalisasi EKSPLISIT

  14. Contoh SECIpada Pengembangan Piranti LunakSOSIALISASI Obrolan antar pemrogram, atau antara analis sistem dengan klien: “Saya tidak tahu persis sistem apa yang kami inginkan. Tetapi, sistem ini harus mendukung kerjasama tim di tempat yang berjauhan.”

  15. Pembuatandokumenolehanalissistemsetelahmelakukanwawancaradenganklien.Pembuatandokumenolehanalissistemsetelahmelakukanwawancaradenganklien. Contoh SECIpada Pengembangan Piranti LunakEKSTERNALISASI

  16. Contoh SECIpada Pengembangan Piranti LunakKOMBINASI Kerjasama dan pertukaran informasi antara analis sistem, pemrogram, dan klien selama proses pengembangan sistem

  17. Contoh SECIpada Pengembangan Piranti LunakINTERNALISASI Keterlibatan tiap orang dalam proyek, akan meningkatkan ketrampilan dan pengetahuan tasit.

  18. Merek yang populer (Nike) Visi yang menggerakkan industri Paten (CD Philips) dan terobosan baru (Walkman Sony) Kesetiaan pelanggan (Harley Davidson) Ide inovatif (Program afiliasi dari Amazon) Anticipated future products (Microsoft vs Lotus) Prestasi masa lalu (BCA saat dijual, Apple saat diambang kebangkrutan) Ground-breaking strategies (BCA ketika membuka cabang dan ATM di mana-mana) Aset-aset Intangible lainnya

  19. A survey in 1998 in US/UK • 88% of managers use gut feeling over 75% of time for making business decision • 93% of them are under pressure to make effective decisions with short timespans. • 62% of them do not receive right information to make decision, yet 99% have access to desktop computer. • 100% of sales and marketing managers have to reply on other people for information. Only 25% of them believe that the information is up-to-date. • Company directors are intolerant of decisions made by managers based on gut feeling, insisting that decisions should be made only on hard facts.

  20. Democratization and business value • Influenced by three key factors :- • level of democratization within the organisation : the ratio of business intelligence enabled used out of the total number of desktops. • level of empowerment : the number of users entitled to perform ad hoc requests for data versus the number of total users. • level of cultural propensity : the number of different departments that are involved in the deployment of the solution times the capacity to get access to other departments’ information. The greater these levels, the bigger the value of an organisation‘s business intelligence.

  21. Information value chain Value Within the Enterprise Outside of the Enterprise Usage First Return on Information Data Liability Information Merchandising Business Extension Crossing Boundaries

  22. Information value chain • Data liability zone: the number of users is limited to the IT staff, for maintenance purposes only. • First return of Information zone: business users can now access data about their own departmental activity. However, they still do not have access to the information about information which is part of another system in another division of the company. • The enterprise Intelligence zone: company opens a department‘s business intelligence to other departments or divisions. This requires a culture of information sharing. Ultimately, it will reach a state of Information Democracy where a collective intelligence is being built through open communication and willingness to share data. • The Extended Enterprise zone: the first extension of data access beyound the organisation‘s four wall to an external constitutent (such as suppliers, customers, or partners). Towards Information Embassy. • Information Merchandising zone: Selling data to new types of customers via Intelligent Extranets

  23. OLTP Such as ERP/ legacy system ETL Extraction/ Transformation/ Loading Data Marts Data mining OLAP Business Intelligence/ ad hoc query/analysis Trend/pattern prediction A simplified model for information empowerment

  24. From Information Democratization to Information Embassy • Empowerment of your suppliers and customers like your employees • use of Extranet deployment to create 3 new applications areas • Supply chain extranet • CRM extranet • Information brokerage extranet

  25. Information Embassy by e-business Intelligence ExtraNets • Empower your customers, suppliers and partners, hust as empower your employees • Motivation • from e-commerce to e-business • lots of information to share • a needs for transparency : enables customers to access and analyze the data through browsers • a requirement for performance : your suppliers need to have instant access to information that only their customer own • a key enabler for competitiveness • traditional paper reports • arrive an important delay • costly to print • static

  26. Benefit of Information Embassy • Create competitive advantage thtrough differentiation from competitors • Help your customer save money • Improve customer satisfaction • Build customer loyalty and “lock-in” • improving your own lot : force good, consistent information • Reduce costs for generation paper and electronic reports and supplying them to customers • Generate a new revenue stream

  27. Challenges of Information Embassy • Worry that customers can use newly available information to their advantages (short term effect) • how much functionality to offer • basic reporting is mandatory • ad hoc query/multi-dimensional analysis • does not suffering from degraded response times

  28. Ingredients for success • Make it a partnership • an opportunity for the customer to contribute to the quality of information relevant to both parties. Extranet welcome the opportunity to promptly correct errors and omissions. • make it functional, make it secure • ensure that customers see only their own personal data. Balance the desirability for a speedy deployment with the need to assess and select appropriate software tools and infrastructure built to last. • think creatively , be inclusive • Building an information embassy involves many of the same fundamental processes as an internal e-business intelligence system. Think about what information may be of value to which customers. • Build it to scale.

  29. Planning and R & D Order Fulfillment Service and Support Procurement Manufacturing One typical form of Information embassy : Supply chain ExtraNets SCE : connects an organization with its supply chain partners. The goal is to provide access to information that allow materials to flow smoothly and efficiently along an organization business ecosystem. Enterprise Value-Chain

  30. ERP E-Buy E-Sell Various implementation strategies

  31. ERP ERP ERP E-Buy E-Buy E-Buy E-Sell E-Sell E-Sell Various implementation strategies Third Party

  32. ERP ERP ERP ERP E-Buy E-Buy E-Buy E-Buy E-Sell E-Sell E-Sell E-Sell Various implementation strategies

  33. ERP ERP ERP Various implementation strategies

  34. ERP E-Buy E-Sell Various implementation strategies :BI approach suppliers customers Data marts Extranet Extranet OLAP

  35. Sellers Hub Buyers Digital or e-marketplace

  36. Digital or e-marketplace • It takes the notion of an extranet one step further, by seeking to tie together the supply chain of a large number of companies within an industry. • Propose to improve the tradition supply chain with economic of scale and array of choices that a single company cannot match. • The e-marketplace generate huge qualities of data that is valuable to all stakeholders. • Therefore supply chain extranet can be built on top of e-marketplace.

  37. References • Knowledge Creating Company : how Japanese companies create the dynamics of innovation • byIkujiro Nonaka and Hirotaka Takeuchi, Oxford University Press, 1995. • Knowledge Management Toolkit: Practical techniques for building a Knowledge Management System • by Amrit Tiwana, Prentice Hall, 2000. • Turning Information into Knowledge into Profit : e-Business Intelligence • by Bernard Liautaud, et al. McGraw Hill Press, 2001. • E-business and ERP: Transforming the Enterprise • by Grant Norris, James R. Hurley, et al. Wiley Press, 2000.

  38. Thank you for listening

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