Recognize Company’s Knowledge Management

(by H R u b i j a n t o )

Knowledge Management become such an imperative system in telecommunications business strategy, since the emergence of a knowledge economy where commodity products and services are increasingly its characteristic costumer oriented and customized.
Global competitive atmosphere requires companies to meet global customer’s expectation everywhere, anywhere and anytime. These requirements could only be fulfilled by the organization which its management based on the information technology where their handling information and data is easier and cheaper; the internet multimedia has created multi-features connections everywhere. The increasing job mobility in network system needs for re-skilling capabilities of all managers and employees. The value of ‘Company’s Knowledge’ is often described as "Intellectual Capital"; it is generally regarded as the difference between ‘Company organization's book price’ (how accountants value the organization) and ‘its market value’ (how the market values the organization). This idea could bring about the executives to increase their market value by employing higher educated and more experienced staffs, besides applying newer information technology and infrastructure equipments.

Company should aware that knowledge management can facilitate development of structuring the data and information, processing capacity of information technologies and continuously improving and leveraging knowledge of the innovative capacity of human beings. It requires initiatives toward the interactive of participants to produce the dimension of knowledge sharing to ensure the abilities of controlling the business of information product service. In this concept intellectual leadership will lead to an unprecedented breakthroughs in organizational performance, business and social value.

As in the first curve paradigm, management culture in which top management created the strategy of the organization and then translated it into action plans for the rest of the people in the organization to carry out the program will not able to guide the organization achieves its objective anymore. Management need to adapt a new infotech leadership culture that allows for the emergence of an organizational environment, in which all managers and front liners are encouraged to create and leverage knowledge to empower the achievement of second curve advantages. The effective utilization of training centre will easier the transfer and sharing of knowledge as an integrated programs of the implementation ‘knowledge management’ in Company’s business activities. The Company considers the adoption of intranet-internet technology as a vehicle for encouraging organization-wide knowledge sharing within a large, global bank. The outcome of intranet adoption was that, integrate individuals across this particular organization, the intranet actually helped to reinforce the existing functional and national boundaries. This could be partly explained by the idea emphasis on decentralization within the organization, which configure the use of the intranet as a decentralizing, organization-wide tool. This is possible because the intranet via LAN and WAN can be described as an interactive and decentred technology, which therefore has the potential for multiple features and effects. Thus, while the intranet is often promoted as a technology that enables processes of communication, collaboration and social coordination it also has the potential to enable such processes.

Moreover, it is argued that to develop an intranet for knowledge-sharing requires a focus on information technology facets of development. These different facets may require related, sometimes independent, sets of strategies for blending the technology and the organization, thus making it possible for a project team to work effectively on all facets simultaneously. This was evidenced by the fact that the independent intranet-implementation projects considered actually managed to encourage knowledge-sharing as intended, within the relatively homogeneous group, or even across the border into internet, for which it was designed. Broader knowledge-sharing across the wider organizational context occur even among those who were working on what were defined as ‘knowledge management’ projects. The idea is that knowledge-sharing via intranet-internet technologies may be most possible to achieve in contexts where knowledge management is the key objective.