THE MAKING OF PROCESS-BASED CORPORATE STRUCTURE IN KNOWLEDGE MANAGEMENT WAY

[Md Santo]

• Our step-by-step in developing process-based corporate organizational structure in Knowledge Management (KM) way consist of 5 steps :

1. Determine the basic postulates of the corporate as the real aspiration of their people (see Attachment 3 : “BlueMoon Tech & Mobee Basic Postulates”; from link (in BAHASA) http://mobeeknowledge.ning.com/forum/topics/2090583:Topic:702 - “Mobee Indonesia Basic Guidance (Statuta) Manual” and from (in English and not yet published) “Laporan Intangibles Assets PT BlueMoon Tech – PT Mobee Indonesia”)

2. Do Tacit Knowledge Mapping of the corporate (see Attachment 2 : “Mapping of Tacit Knowledge among 16 Mobee members derived from their interest : Questionnaires results on sources of Tacit Knowledge) prior to developing established process-based organizational structure as consideration in deploying the company personnels in the organizational structure

3. Find and determine an open standard sources to facilitate improvement through process management and benchmarking regardless of our industry, size, or geography. Here we use THE APQC PROCESS CLASSIFICATION FRAMEWORK (PCF) cited from APQC Process Framework, American Productivity and Quality Center. PCF was developed by APQC and member companies as an open standard to facilitate improvement through process management and benchmarking regardless of industry, size, or geography. The PCF organizes operating and management processes into 12 enterpriselevel categories, including process groups and over 1,500 processes and associated activities. The PCF and associated measures and benchmarking surveys are available for download and completion at no charge at www.apqc.org/OSBCdatabase

4. Established the adopted form of PCF applied to PT Mobee. It could be accessed at document : “CROSS FUNCTIONAL BUSINESS PROCESS CLASSIFICATION FRAMEWORK (PCF) PT MOBEE INDONESIA” (see link : http://mobeeknowledge.ning.com/forum/topics/2090583:Topic:702 - “Mobee Indonesia Basic Guidance (Statuta) Manual” pp. 39 – 75)

5. Under considerations from four points above mentioned, we developed the “The ORGANIZATIONAL STRUCTURE, FUNCTION and PROCESS of PT MOBEE INDONESIA” (see : Attachment 1)



• About APQC PROCESS CLASSIFICATION FRAMEWORK (PCF) :

The Process Classification Framework (PCF) was originally envisioned as a taxonomy of business processes. The initial design involved more than 80 organizations with a strong interest in advancing the use of benchmarking in the United States and worldwide.
In 2003 APQC initiated an effort to revise and update the PCF to reflect new business models and emerging dynamics. With guidance from a set of key members, the updated PCF was released in May 2004. A version released in June 2005 significantly updated sections 7.0 and 12.0. This release includes minor updates to 2.0 and a number of new activities in 4.0.
APQC intends to release updated versions annually.
APQC would like to acknowledge the following organizations for their participation and help in later versions: the Boeing Co., Boehringer Ingelheim GmbH, BT Group plc, Ensco International Inc., Ford Motor Co., IBM Corp., Schlumberger Ltd., Solvay S.A, and the U.S. Navy. APQC would also like to acknowledge the other APQC members that have contributed and continue to contribute to the ongoing development of the PCF.




• THE MAKING OF PROCESS-BASED CORPORATE ORGANIZATIONAL STRUCTURE IN KNOWLEDGE MANAGEMENT WAY carried out under the following PCF considerations (Cited from : “CROSS FUNCTIONAL BUSINESS PROCESS CLASSIFICATION FRAMEWORK (PCF) PT MOBEE INDONESIA” (see link : http://mobeeknowledge.ning.com/forum/topics/2090583:Topic:702 - “Mobee Indonesia Basic Guidance (Statuta) Manual” pp. 65 - 67) :

6. Explicit Knowledge Content :
a. Manage Knowledge, Improvement and Change :
1 Create and manage organizational performance strategy
1.1 Create enterprise measurement systems model
2 Benchmark performance
2.1 Conduct performance assessments
2.2 Develop benchmarking capabilities
2.3 Conduct process benchmarking
3 Develop enterprise-wide knowledge management (KM)
capability
3.1 Develop KM strategy
3.1.6 Develop core KM methodologies
3.1.10 Develop strategic measures and indicators
3.2 Identify and plan KM projects
3.2.1 Identify strategic opportunities to apply
KM approach(es)
3.2.2 Identify KM requirements and objectives
3.2.3 Assess culture and readiness for KM
approach
3.2.4 Identify appropriate KM methodologies
(e.g., self-service, communities, transfer,
etc.)
3.3 Design and launch KM projects
3.3.1 Design process for knowledge sharing,
capture, and use
3.3.2 Defi ne roles and resources
3.4 Manage the KM project life cycle
3.4.1 Assess alignment with business goals
3.4.2 Evaluate impact of KM (strategy and
projects) on measures and outcomes
3.4.3 Promote and sustain activity and
involvement
3.4.4 Realign and refresh KM strategy and
Approaches

[Bambang Setiarso]

pa Md Santo

do you have an example Do tacit knowledge mapping of the corporate ?
also do you have the field of the questionnair on sources of tacit knowledge ?
I think that both above is very important, if we want to run knowledge management well in organization.
we have some problem or barrier for implementing KM such as : culture, norms, and attitude also interact between knowledge and culture so that every organization should be focussed on the individual knowledge, group or organization level.

thanks you
best regards

bambang setiarso

[Md Santo]

Dear mas Bambang,

Yes, to somewhat greater extends, the Attachment 3 (Mapping of Tacit Knowledge among 16 Mobee members (it was in 2007, right now we have 30 knowledge workers) is the effort to obtain the tacit knowledge map, instead of deriving it from their each CV at the HRD Dept

We don’t develop a rigid list of questionniaire items used to the interviewee as knowledge worker candidate, but we treat them depend on the situation during the interview by always on our mind the guide of Functional and Infrastructure of Knowledge Worker as we could obtain it from the folowing Link – Link :

1. http://mobeeknowledge.ning.com/forum/topics/2090583:Topic:2203
(THE ANATOMY OF KNOWLEDGE WORKER) – Attachment 1 : (CHARACTERISTICS OF A KNOWLEDGE WORKER.pdf ) and

2. http://mobeeknowledge.ning.com/forum/topics/traditional-management-vs (TRADITIONAL MANAGEMENT vs VENTURE MANAGEMENT ala MOBEE/BLUEMOON TECH (THE NEEDS OF KNOWLEDGE WORKER IS A MUST) – esp. Attachment : TRADITIONAL vs VENTURE MANAGEMENT.pdf


About the (great) barrier you mentioned, the very first important to implement KM is to guide them into the culture of the ability in learning-how-to-learn before we go to the KM step-by-step we preferred. You don’t always need to get people with S3 degree, but it is better S1 with greater ability in learning-how-to-learn. The reason of this is because practising KM is significantly related to knowledgeable people not to (very) scientific people

Sure, within this context, the arisen question which is very essential is : how do we get into the culture of knowing learning-how-to-learn? This in turn, bring us again to the basic of the education system. If it is a big constraint to be the changes issue at national level, then you can begin at lower or limited level such as from your own family circle. Put for examples, favoring the condition towards the culture of competency-based learning by not always to join “bimbingan test” system for our children. It is because “bimbingan test” usually do not guide (membimbing) our children towards contextual-learning.

Regards,
Md Santo