h. himawan

H. Himawan

Taksonomi Knowledge

• Tacit Knowledge• Explicit Knowledge

Faktor Tacit ExplicitKemampuan di

transferSusah, Lambat ,

Perlu biaya dan tidak tentu

Lebih mudah

Ciri, Jenis Knowing How Knowing AboutSubyektif ObyektifProsedural Deklaratif

Dinyatakan dengan Aplikasi Komunikasi

Proses KM • A) Sosialisasi, Eksternalisasi, Kombinasi, dan

Internalisasi. 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

Problematika KM• KM sebagai sebuah Projek

– Memerlukan metodologi yang sistemik dan terpadu dengan siklus hidup tertentu;

• 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?

Berbagai sumber KnowledgeSource E T

Pengetahuan karyawan, ketrampilan, dan Kompetensi

Pengalaman ( baik individu maupun kelompokl )

Ketrampilan kelompok

Pertukaran knowledge secara informal

Nilai

Norma

Keyakinan

E - Explicit/Codificable T- Tacit/Needs Explication

ü ü

ü ü

ü

ü ü

ü

ü

ü ü

Berbagai sumber KnowledgeSource E T

Pengetahuan berbasis tugas

Knowledge yg menyatu dalam sistem fisik

Modal manusia

Knowledge yg berhubungan dg struktur internal

Knowledge yg berhubungan dg struktur eksternal

Modal pelanggan

Pengalaman karyawan

Relasi dg pelanggan

ü ü

ü ü

ü

ü

ü ü

ü ü

ü ü

ü üE - Explicit/Codificable T- Tacit/Needs Explication

Tahapan Penggunaan Pengetahuan• Akuisisi • Penggunaan bersama (sharing)• Penggunaan (utilization)

Desirable

Initial Level ofKnowledge Leveragibility Desirable

Know

ledge Stage

Know-What

Know-How

Know-Why

Care-Why

Current State of Most Companies

Knowledge managementsystem supported

4 tahap peningkatan knowledge

- by James Brian Quinn

Care-why. Kreatifitas yang didorong motivasi dari diri sendiri. Tidak didukung knowledge management.

Know-why. Memahami hubungan sebab-akibat.

Know-how. Tahu bagaimana melakukan sesuatu. Kemampuan menterjemahkan pengetahuan yang ada di buku menjadi suatu hasil.

Know-what. Pengetahuan kognitif.

ContohKnow-What

tanpa Know-HowSaya tahu cara kerja mobil.

ContohKnow-How

tanpa Know-Why

Tukang reparasi radio

Tukang pijat refleksi

BERBAGI PENGETAHUAN(Knowledge Sharing)

danPENGGUNAAN PENGETAHUAN

(Knowledge Utilisation)

Perbedaan aset informasi dan pengetahuan.Pengetahuan umumnya dibangun melalui

kerjasama penyelesaian masalah, percakapan dan kerja kelompok.

Sosialisasi Eksternalisasi

Internalisasi Kombinasi

NGOBROL

TASIT

TACITEKSPLISIT

EKSPLISIT

Contoh SECIpada Pengembangan Piranti Lunak

SOSIALISASIObrolan 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.”

Pembuatan dokumen oleh analis sistem setelah melakukan wawancara dengan klien.


EKSTERNALISASI


KOMBINASI

Kerjasama dan pertukaran informasi antara analis sistem, pemrogram, dan klien selama proses pengembangan sistem


INTERNALISASI

Keterlibatan tiap orang dalam proyek, akan meningkatkan ketrampilan dan pengetahuan tasit.

Aset-aset Intangible lainnya

• 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)

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.

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.

Value

Usage

Data LiabilityFirst Return on Information

CrossingBoundaries

BusinessExtension

InformationMerchandising

Within the Enterprise Outside of the Enterprise

Information value chain

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

A simplified model for information empowerment

OLTPSuch as ERP/legacy system ETL

Extraction/Transformation/Loading

Data Marts

OLAPBusiness Intelligence/ad hoc query/analysis

Data mining

Trend/pattern prediction

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

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

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

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

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.

Planning andR & D Procurement Manufacturing

OrderFulfillment

Service andSupport

Enterprise Value-Chain

One typical form of Information embassy :

Supply chain ExtraNetsSCE : 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.

ERPE-Buy E-Sell

Various implementation strategies

ERP E-SellE-Buy

ERP E-SellE-Buy

ERP E-SellE-Buy


ERP E-SellE-Buy ERP E-SellE-Buy

ERP

E-Sell

E-Buy

ERPE-Sell E-Buy


ERPERP ERP


Various implementation strategies :BI approach

ERPE-Buy E-Sellsuppliers customers

Data marts

OLAP

Extranet Extranet

Hub

Sellers

Buyers

Digital or e-marketplace

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.

References • Knowledge Creating Company : how Japanese companies create

the dynamics of innovation by Ikujiro 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

Intelligenceby Bernard Liautaud, et al. McGraw Hill Press, 2001.

• E-business and ERP: Transforming the Enterpriseby Grant Norris, James R. Hurley, et al. Wiley Press,

2000.

Thank you for

listening

h. himawan

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