Describe how implementing EPC improved knowledge management and operational effectiveness at SFP. The system, called Enterprise Process Center, or EPC, manages knowledge retention and establishes new ways of collaborating, sharing information, and defining roles and responsibilities. EPC sought to identify common processes, called "work crossovers," by mapping business processes across each department. EPC is unique among BPM software providers in its visual representation of these processes. EPC used flow charts that were accessible via a Web portal to clearly depict the functions performed by each department. This visually oriented solution for optimizing business processes catered to both technology- savvy new employees and older baby boomers. New environmental regulations were difficult to explain. Certain inspection processes were conducted on an irregular basis, sometimes as infrequently as every 5 to 15 years. The knowledge required to execute these processes was especially valuable, because newer employees would have no way of completing these tasks without proper documentation and process knowledge. EPC solved that problem by creating work order flows for all tasks performed within the organization, defining the employee roles and responsibilities for each. EPC also identified obsolete processes that were well suited to automation or excess. SFP management had anticipated that eliminating outdated tasks would have the added effect of keeping employees happy, which would help SFP's performance by delaying retirement of older employees and increasing the likelihood that newer hires stayed at the company. EPC allowed employees to provide feedback on various tasks, helping to identify tasks that were most widely disliked. Only then could the division controller issue the reimbursement. To address this need for sharing information and making documents available across the organization, SFP started by using a wiki, but the documents lacked different levels of...
...Higher School of Economics
National Research University, Perm
Knowledge Chain in Rosatom Corporation: strengths and weaknesses (on the base of the book «Rosatom is Sharing Knowledge»)
Executed by the students:
Introduction ………………………………………………………………………..3Knowledge Chain in Rosatom Corporation: strengths and weaknesses…………...4
For the past several decades knowledge has become extremely important asset of a company. Nowadays large organizations and even small companies have to address the issues of KnowledgeManagement in order to increase flexibility and efficiency, reduce lead time and involve people as much as possible. As it was mentioned in 1996 by McKern [1; 13-18], the major forces of change are the following: globalization, higher degrees of complexity, new technologies, increased competition, changing client demands, and changing economic and political structures. So companies are starting to understand that the core and sustainable resource of competitive advantages are their employees. In other words all the...
...This is a summary of Knowledgemanagement and organizational culture: a theoretical integrative journal by Rajnish Kumar Rai, a police officer who at the time was based at the Indian Institute of Management, Ahmedabad India. For this research, he used a conceptual method by comparing previous findings and thoughts.
At first, the author underlines the importance of knowledge in today’s rapid changing world andhow most of the experts agree on the continuous improvement of knowledge as one of the most critical factor for an organization to survive, and knowledgemanagement takes a large part in it. Furthermore, recognizing and understanding the linkage between the knowledge creation and the organization values are what the organizations should be doing first before applying the knowledgemanagement in the organization. A mismanagement of knowledge creation will lead the organization not into an innovation but confusion. Unfortunately, this important part, the knowledge creation, does not have a framework for an effective and systematical approach to be used in different type of organizations. There are a lot of theories that support this idea but they do not have a practical approach of how to be implemented.
Subsequently, the author acknowledges that many...
...IS STRASSMANN’S ‘KNOWLEDGEMANAGEMENT’ AN IMPORTANT METRIC
By: Masoud. Noordeh (DBA student)
In today’s dynamic business environment, Knowledgemanagement systems facilitate organizational learning and knowledge creation. They are designed to provide rapid feedback to knowledge workers and significantly improve business performance. This paper examines the concept of knowledgemanagement metric from the view point of Paul Strassmann.
Keywords: Knowledge, Performance Management Metric, KnowledgeManagement.
Knowledgemanagement has become one of the major performance management and companies have embraced the concept and invested in systems, people, and information technologies to this purpose. On the other hand, there has been the pressure to move away from the traditional performance management metrics which are considered to be ‘backward looking accounting based performance measurement systems’ that only focuses on traditional cost accounting (Bourne et al. 2000).
Knowledgemanagement has been introduced by Strassmann (1999), Drucker (1995), and others as an important metric for measuring performance. According to Knapp (1998), Knowledgemanagement transfers...
...San Francisco Public Utilities Commission Preserves Expertise with Better KnowledgeManagement CASE STUDY
A major challenge facing many companies and organizations is the imminent retirement of baby boomers. For certain organizations, this challenge is more daunting than usual, not only because of a larger spike in employee retirements, but also because of the business process change that must accompany significant shifts in any workforce. The San Francisco Public Utilities Commission (SFPUC) was one such organization. SFPUC is a department of the city and county of San Francisco that provides water, wastewater, and municipal power services to the city. SFPUC has four major divisions: Regional Water, Local Water, Power, and Wastewater (collection, treatment, and disposal of water). The organization has over 2,000 employees and serves 2.4 million customers in San Francisco and the Bay Area. It is the third largest municipal utility in California. SFPUC's Power division provides electricity to the city and county of San Francisco, including power used to operate electric streetcars and buses; the Regional and Local Water departments supply some of the purest drinking water in the world to San Francisco and neighboring Santa Clara and San Mateo counties; and the Wastewater division handles flushed and drained water to significantly reduce pollution in the San Francisco Bay and Pacific Ocean. The mission of this organization is to provide San...
...Table of Contents
ORGANIZATIONAL BACKGROUND 3
KNOWLEDGEMANAGEMENT AND LONG TERM SUSTAINABILITY 5
INFOSYS AND KNOWLEDGEMANAGEMENT 6
THE K SHOP 7
PROCESS DATABASE ASSISTANCE 8
PEOPLE KNOWLEDGE MAP 8
CATCH THEM YOUNG INITIATIVE 9
INFOSYS SCHOLARSHIP PROGRAM 9
KNOWLEDGEMANAGEMENT AND E BUSINESS 10
This assignment is aiming to critically appraise the knowledge and knowledgemanagement process and evaluate the importance of knowledgemanagement in success of an organization. Knowledgemanagement can be explained as the strategies employed by an organization to keep the knowledge developed by its employees over the period of employment within the organization and use the knowledge gained for future projects and activities. Through proper knowledgemanagement strategies efficiency, effectiveness and profitability of the organization can be enhanced. This assignment would use example of a global organization which is pioneer in its knowledgemanagement activities and gained success in industry because of knowledgemanagement...
...The concept of treating organizational knowledge as a valuable asset to leading organizations has been popularized by leading management and organization theorists. Organizations are being advised that in order to remain competitive, they must efficiently and effectively create, locate, capture, and share their organization's knowledge and expertise, and have the ability to use that knowledge on specific problems and opportunities. Firms are showing a tremendous interest in implementingknowledgemanagement processes and technologies, and are even beginning to adopt knowledgemanagement as part of their overall business strategy.
Although knowledgemanagement is becoming widely accepted, few organizations today are fully capable of developing and leveraging critical organizational knowledge to improve their performance. Many organizations have become so complex that their knowledge is fragmented, difficult to locate and share, and therefore redundant, inconsistent or not used at all. In today's environment of rapid change and technological discontinuity, even knowledge and expertise that can be shared is often quickly made obsolete. However, while many people call for effectively managing knowledge, almost no research has been done regarding how to do...
Sins of KnowledgeManagement
core tenet of any organizational learning project is that without
detecting and correcting errors in "what we know" and "how we
learn," an organization's knowledge deteriorates, becomes obsolete,
and can result in "bad" decisions. Because systematic attention to
knowledgemanagement is relatively recent, it is particularly important to detect
these errors so that knowledgemanagement does not become yet another management fad that promised much but delivered little. If we do not identify and
try to resolve these errors, "what we know" about knowledgemanagement may
become little else but mythology. As a consequence, we will be faced with the
ultimate knowledge irony: efforts to manage knowledge are themselves based
upon faulty knowledge principles.
The purpose of this article is to draw attention to a set of pervasive
knowledgemanagement errors. These reflections are based on the authors'
observing or partaking in over one hundred knowledge projects over the past
five years or so. The focus is on fundamental errors, that is, errors that if left
uneorreeted inhibit genuine knowledge from being developed and leveraged.
for Social CRM Systems
Adam Czyszczoń and Aleksander Zgrzywa
Politechnika Wrocławska, Faculty of Computer Science and Management,
Institute of Informatics,
Wybrzeże Wyspiańskiego 27, 50370 Wrocław, Poland
Abstract. This paper attempts to address the problem of the automatic customer segmentation by processing data collected in Social Customer RelationshipManagement (Social CRM) systems using Kohonen
networks. Presented segmentation approach comprises classic loyaltyproﬁtability link model that is explicit for CRM, and new social media
components direct to Social CRM. The result of presented approach is an
analysis tool with data visualization for managers which signiﬁcantly improves the process of customer segmentation. Presented research is supported by implementation of proposed approach by which experiments
were conducted. Additionally, the experimental results showed that proposed method performed very close to k-means algorithm which indicate
the correctness of the proposed approach.
Keywords: customer segmentation, CRM, Social CRM, clusterization,
SOM, unsupervised learning, ANN, data mining.
To acquire competitive advantage many companies use the strategy of Customer
Relationship Management (CRM) what can be observed in growing interest
in this domain. However, in recent years new...