Knowledge Management H&C

Having started its business in 1995, H&C is one of the newly established telecom companies in recent decade. Enjoying the most contemporary development in technologic creation and international communication network, H&C has been connected to China telecommunication market, making the first new fixed network provider in Hong Kong to offer direct telecommunications links with the Mainland. In view of the fact that KM practice holds as the key success factor to enterprise achievements among organizations in the industry, senior management in H&C believes that intellectual capital has its own value and they are willing to make investment for the KM implementation. As for the case, KM practice in the H&C positions at the very beginning stage, we aim at determining its KM procedures at current stage and compare its development framework with those in P&W.

Purpose of KM implementation in H&C

H&C established in 1995 and committed to satisfy customer’s need with better services by building the fibre-optic network. Nowadays, H&C is also the largest “fibre-to-the-building” telecommunications network in Hong Kong. With the growing scope of services provided and the dealing with several hundred thousands of customers, sharing of knowledge is being concerned. And the KM concept penetrates among H &C in recent year since Mr. Chan is transferred to this organization. The first department that KM is implemented is Sale and Marketing Department. This is because of the department head, Mr. Chan, have a strong passion on putting KM into practice.

Sale and Marketing Department is divided into several divisions, such as Product Development division and Logistics & Business Intelligence support division. They work together to promote and operate of the local communication services including IDD, Internet Broadband and Voice. Therefore, each division within the department is closely co-related. Mr. Chan is strongly believed that efficient flow of knowledge sharing could enhance the daily business process and also providing a better quality service to customers.

Knowledge Management Pilot Project

Though there is a strong initiative on introducing KM into H&C, large investment is needed in this project. Therefore, Mr. Chan would like to prove the success of the KM to Top Management by starting the KM application in the Sale and Marketing Department. He stated that each unit in H&C actually already had its own function KM, but there is a lack of integrated strategy of a enterprise-wide KM, which is an extra-ordinary KM. Referring to his explanation, ordinary KM means each units just satisfy their own immediate information need. Actually, those information could be pooled and share among whole organization in order to shorten the business process time. He thinks this is a common situation and obstacle faced that newly KM developing organization may faced. Therefore, he wants to change the pattern of existing culture of knowledge transformation. He would like to develop a trust and willing to share relationship among employees. A software called “let’s share” and “e-learning” platform are introduced with his aims. Detailed of the software and platform will be discuss in following part. Also, a project of building a comprehensive data mining system is in processes. This system could systematize and synchronize whole department selling information and thus could generate an immediate, accurate and updated report upon manager’s request. In the field of telecommunication activities, the best use of advanced information technology has become the major contribution to the great turnover and huge information flow among the organizations. Accurate and efficient information dissemination is the essential factor in developing global markets against all kinds of competitors.

Knowledge Management Tools and Applications

As mentioned above, “Let’s Share” software is introduced to promote the knowledge sharing among employees. It is a collaboration tool. It enhances the communication and information sharing among employees. For example, people share on the same desktop view or presentation materials simultaneously though they are located at disparate area. They can co-operate to edit on the same document/power-point slide at the same time and thus enhance the knowledge sharing. With the “Share File” function of this product, sharing computer file are no longer limited by the means (E-mail, Compact Disc) and also not limited by the time (Using MSN Messenger, ICQ as transferring tools, then wait for the receiver online). People are sharing the information at any time, anywhere. Thus, a stronger and closer relationship built. It is assumed that the uses of the “Let’s Share” could facilitate the communication among employees and also change the existing culture of knowledge transformation.

In additions to the “Let’s Share” software, an “E-Learning” platform is also introduced. This is particular useful for training despite the time and place the staff want to learn about the product. The “E-Learning” platform captures the existing knowledge (i.e. Product concept, selling script and demonstration), codify and make them be available to all potential users. This self-learning concept is endorsed so as to shorten the problem-solving process and save the company resources ultimately.

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Pembahasan :

penerapan KM pada setiap organisasi membutuhkan sebuah kerjasama. terutama dari pihak pekerja seior. apalagi KM termasuk sesuatu yang baru dalam sebuah manajemen. Agar KM bisa berjalan dengan baik, para senior harus menjadi kelompok pertama yang meyakini bahwa KM bisa membawa manfaat bagi perusahan. ada baiknya KM diperkenalkan secara bertahap, mungkin apa yang dimaksud dengan KM dan apa KM itu sendiri, baru bisa berjalan secara bertahap. di setiap divisi-divisi yang ada.

Yang kedua, kesabaran dan ketekunan adalah kunci dari sebuah KM. kita tidak akan bisa melihat satu tahun kedepan bahwa metode KM yang digunakan berhasil. ada baiknya seorang manager KM dapat meyakini para senior untuk mensupport dan membiayai projek KM tersebut.

Yang ketiga, mengubah budaya berbagi pengetahuan dalam perusahaan, dilihat dari kasus diatas bisa kita nilai bahwa hal tersebut bisa menjadi kunci keberhasilan.