The Top Twenty List
Twenty items may seem like a lot, but I’ve actually made five short lists: one for project planning, one for applying the nine knowledge areas, one for doing, one for using stages and gates, and one for following through.
Four key planning points:
1.Do the right project. Using benefit cost analysis or ROI, and looking at opportunity cost, look at the project that gives you the biggest value for your effort and is most aligned with your company’s strategy, moving you in the direction you want to go.
2.Define scope clearly and precisely.
3.Plan the whole project. Make a plan for each of the nine areas.
4.Do good architecture. Work with words and pictures to bring people with different perspectives onto the same page, contributing to and committed to the project.
Prepare your team in just two steps:
5.Get the right team. Using the WBS, define the skills needed, and get people with those skills. Be honest about gaps, and close them by taking time to learn to get it done right.
6.Get the expertise you need. Know that being expert in one area means not being expert in other areas—sometimes closely related disciplines. Recognize that project, being unique work, require learning from and collaborating with experts. Remember, hiring experts you can work with is less expensive than not hiring experts you can work with.
Cover all the bases with the nine knowledge areas:
7.Scope. After defining scope clearly, teach the cost of changes to reduce change requests, then manage all changes, adding to the project only when it is essential.
8.Time and cost. Use unbiased, accurate estimation techniques. Set up systems to gather, track, and analyze time and cost information, so you can keep them under control
9.Quality. Focus on quality at all three levels to ensure value. At the technical level, trace requirements and design checking and testing throughout the project to reduce errors. Then design a test bed, and implement the tests. At the project level, work to prevent error, then find and eliminate the errors that slipped through. Do as much testing as you can as early as you can. Allow time for rework and retesting to ensure you’ve eliminated errors without letting new ones creep in. At the business level, include customers in testing, and remember that the goals are customer delight and added value.
10.Risk. Plan for uncertainty; prepare for the unexpected. Perform risk management with your team every week of the project.
11.Human Resources. Help each team member step up in self-management and technical expertise. Teach everyone PDCA so that they can improve. Then teach them to work together, until you have a great team of great people.
12.Procurement. Get the supplies and resources you need. If your project involves contracts, be sure to keep the contracts in alignment with project value and specifications, not just generally associated with goals and work.
13.Communications. Have a communications plan, and follow it so that you are in touch with all stakeholders throughout the project. Make sure everyone knows what they need to know to make decisions and get work done. Analyze status information to create status reports. Be prompt and decisive.
14.Integration. Constantly direct corrective action. Evaluate all events that could change the project schedule, and all scope change requests. Review the effects of any change on all nine areas before making a decision, and then implement a revised plan with rebaselining.
Monday, May 31, 2010
Hasil Survey Gaji Project Manager
Berawal dari sebuah tawaran pekerjaan, saya melakukan survey dadakan untuk mengetahui berapakah gaji yang pantas untuk seorang Project Manager. Dari hasil survey ini saya mendapatkan bahwa rata-rata gaji Project Manager adalah US$ 82,623.68 pertahun. Menurut saya angka ini cukup bisa diterima sebagai rata-rata gaji Project Manager di negara maju, karena memang data-datanya diambil dari 3 negara yaitu Amerika Serikat, Inggris, dan Australia. Di Kanada tempat saya saat ini bekerja menurut saya angka ini juga cukup mewakili sebagai perkiraan kasar. Kira-kira di Indonesia dan Asia bagaimana ya?
Namanya juga survey dadakan, jadi metode yang dipakai dalam survey ini mungkin kurang ilmiah. Survey saya lakukan dengan cara mencari hasil survey yang dilakukan oleh surveyor lain melalui google. Dari hasil pencarian ini saya menemukan 10 sites yang menyajikan data hasil survey mereka secara gratis. Validitas data-data ini saya rasa cukup valid setelah membandingkan satu sama lain. Data-data tersebut kemudian saya rata-ratakan untuk mendapatkan nilai rata-rata gaji Project Manager.
Pengalaman Mendapatkan Sertifikasi PMP
Bagi anda yang telah lama berkecimpung dalam dunia Project Management tentunya telah mengetahui apa itu PMP. PMP atau Project Management Professional adalah sertifikasi Project Management yang dikeluarkan oleh PMI alias Project Management Institute, sebuah lembaga independent yang bermarkas di Pennsylvania, Amerika Serikat. PMP diakui secara luas oleh dunia industri di seluruh belahan dunia sebagai standard untuk kualifikasi Project Management.
Untuk menjaga kualitas sertifikasi PMP, PMI sangat ketat dalam mengeluarkan sertifikasi ini. Hal ini terlihat dari ujian sertifikasi dan proses seleksi kandidat yang sangat ketat. Berikut ini adalah pengalaman saya saat mendapatkan sertifikasi PMP. Pengalaman ini saya tulis dalam bahasa Inggris karena waktu itu saya jadikan laporan untuk atasan saya yang waktu itu membayar biaya training dan ujian sertifikasi PMP. Saya daur ulang di blog ini dengan tujuan bagi mereka yang ingin mengambil sertifikasi PMP bisa mengambil pelajaran dari pengalaman saya ini. Selamat menikmati.
1. PMP Exam Preparation Training
The story was began on January 2008 when I decided to take PMP Exam Preparation training as part of my preparation strategy to get PMP certification. I explained this to my Manager, that gave his support with condition that I should coordinate with PSO team leader. Later on, PSO also agreed with the training.
After comparing some training providers for PMP Exam Preparation training, I choose PMTI (www.4pmti.com) and I’m very satisfied with the choice. Below are some key benefits from this training.
a. Template for PMP Exam Registration
PMP Exam registration is involving many online forms that need us to enter detail information of our Project Management experiences. The information that need to be provided is not only summary such as date, contract person, organization, etc, but also detail information about project management activities of each project such as how many hours we conducted project selection methods in Initiation process for project A, how many hours we conducted risk identification in Planning process for project B, etc.
Below is an example of the online form that we need to complete during PMP Exam registration.
PMTI provided a template that helps a lot to organize our PM experience in such a way that match with online forms that we need to fill during PMP Exam registration. 4500 hours of PM experiences are needed for university bachelor graduate, or 7500 hours of PM experiences are needed for non-university graduate to register PMP Exam.
b. Free Online Training
While we were waiting for the training, we can take 40 hours online training for free. This online training will give us basic PM knowledge as perquisite for PMP Exam Preparation training. We can also use this 40 hours training as PM education hours during PMP Exam registration. Minimum 35 hours of PM education are needed for PMP Exam registration.
c. Key Sheet
Key sheet is a piece of paper that contains of the key information of all PM knowledge. Key sheet works like a brain map. All students had to memorize all the information in this key sheet with the objective that we can create the key sheet during the exam. I found this key sheet is very useful. It was like having PMBOK in my hand during the exam.
d. Total 600 questions
Everyday we took 100 questions, 30 questions in the morning before the class started at 8:00 AM and 70 questions before the class ended at 6:30 PM. On the last day we took final exam that consisted of 200 questions
e. Guarantee as Motivation
PMTI will pay for the second PMP Exam if we failed the first one. If we failed on the second exam, PMTI will refund the training fee. This guarantee will only work with condition that we can memorize the key sheet and passed the 600 question with score at least 60%. We are required to sign a letter of agreement. We were also required to take the PMP Exam not more than 14 days after the PMP Exam Preparation training.
This rule became motivation for the students to memorize the key sheet and passed the 600 question with score at least 60%.
2. PMP Exam Registration
a. PMP Exam Fee
PMP Exam fee is $405 for PMI member and $555 for non member. The membership fee is $129. All in US Dollar.
I decided to join PMI membership to get lower fee plus the other benefits such as free online seminars, free magazines, free articles, etc. PMI membership is good for 1 year and can be renewed in year basis.
b. Eligibility
To be eligible for PMP Exam, someone has to have:
1. 35 hours PM Education
2. 4500 hours PM experience for someone with bachelor degree or 7500 hours PM experience for someone without bachelor degree
c. PMP Exam Registration Forms
In these online forms , we need to complete all information about personal data (address, organization, etc), PM education, and PM experiences. Thanks to PMTI templates, I can complete these forms without having any problems.
After we complete all the forms and submit them, PMI will then process the application. In 5 working days, PMI will send notification if the application is accepted or not. If the application is accepted, we can choose any date until the next year to take the examination.
d. PMI Audit
PMI randomly selects some of PMP Exam applicants for PMI audit. After I completed my PMP Exam registration form, I received a notification from PMI that I got selected for PMI Audit.
Below are the information that were audited by PMI.
1. PM Experiences
PMI will send some PDF files based on PM experiences that we entered during PMP Exam registration. We will need to send these files to the specific contact persons that we entered on the online registration forms. These persons will need to print the files, review the information, approve or reject the information, sign the forms, put it in sealed and signed envelope, and send them back to applicants (all in hard papers document).
2. PM Education
Copy of certificate will be required to proof our PM education hours.
3. Proof of Bachelor Degree
Copy of certificate will be required as proof of bachelor degree. In my case, PMI also requested for Transcript document because my certificate is not in English.
After all of the documents above are completed, we can send them to PMI headquarter in US. PMI will then send notification if our audit is passed or not.
3. PMP Exam
a. Booking the Exam
fter I passed PMI Audit, PMI sent me a notification with PMI Identification Code. With this code, I can go to prometric at http://www.prometric.com/ to select the available exam date and location. I selected exam location in London – Ontario because the all test location in Winnipeg and Toronto were already fully booked.
Prometric will send confirmation email with confirmation number that need to be printed.
b. The Exam
The exam was very strict. We need to show confirmation email from Prometric and notification email from PMI, plus 2 ID’s with photo that issued by government. Prometric will provide 5 blank papers, very simple calculator, and 2 pencils. There was about 10 PC’s in the room with some cameras which are recorded.
Before the exam was began, there was 15 minutes time to read the instruction. I used 5 minutes to read the instruction and 10 minutes to create the key sheet.
The test was automatically started after 15 minutes. There were 200 questions that need to be answered in 4 hours. After 4 hours, the exam was automatically stopped. A quick survey was then popped up before the exam result was displayed.
c. Exam’s Material
More than 60% of the exam’s material is from PMBOK that covers all 5 PM Process (Initiation, Planning, Execution, Monitoring and Control, Closing) and 9 Knowledge Area (Integration, Time, Scope, Cost, Quality, Risk, Procurement, HR, Communication) plus PM Professional Responsibility as defined in PMI Code of Conduct.
Other material is coming from other sources that related with PM practice. More than 80% of all the materials were covered by PMTI PMP Exam Preparation training.
dikutip dari http://www.blogcatalog.com/blog/belajar-project-management-learning-project-management/20c4e7c492290802a35ca1ac69768cc5
Untuk menjaga kualitas sertifikasi PMP, PMI sangat ketat dalam mengeluarkan sertifikasi ini. Hal ini terlihat dari ujian sertifikasi dan proses seleksi kandidat yang sangat ketat. Berikut ini adalah pengalaman saya saat mendapatkan sertifikasi PMP. Pengalaman ini saya tulis dalam bahasa Inggris karena waktu itu saya jadikan laporan untuk atasan saya yang waktu itu membayar biaya training dan ujian sertifikasi PMP. Saya daur ulang di blog ini dengan tujuan bagi mereka yang ingin mengambil sertifikasi PMP bisa mengambil pelajaran dari pengalaman saya ini. Selamat menikmati.
1. PMP Exam Preparation Training
The story was began on January 2008 when I decided to take PMP Exam Preparation training as part of my preparation strategy to get PMP certification. I explained this to my Manager, that gave his support with condition that I should coordinate with PSO team leader. Later on, PSO also agreed with the training.
After comparing some training providers for PMP Exam Preparation training, I choose PMTI (www.4pmti.com) and I’m very satisfied with the choice. Below are some key benefits from this training.
a. Template for PMP Exam Registration
PMP Exam registration is involving many online forms that need us to enter detail information of our Project Management experiences. The information that need to be provided is not only summary such as date, contract person, organization, etc, but also detail information about project management activities of each project such as how many hours we conducted project selection methods in Initiation process for project A, how many hours we conducted risk identification in Planning process for project B, etc.
Below is an example of the online form that we need to complete during PMP Exam registration.
PMTI provided a template that helps a lot to organize our PM experience in such a way that match with online forms that we need to fill during PMP Exam registration. 4500 hours of PM experiences are needed for university bachelor graduate, or 7500 hours of PM experiences are needed for non-university graduate to register PMP Exam.
b. Free Online Training
While we were waiting for the training, we can take 40 hours online training for free. This online training will give us basic PM knowledge as perquisite for PMP Exam Preparation training. We can also use this 40 hours training as PM education hours during PMP Exam registration. Minimum 35 hours of PM education are needed for PMP Exam registration.
c. Key Sheet
Key sheet is a piece of paper that contains of the key information of all PM knowledge. Key sheet works like a brain map. All students had to memorize all the information in this key sheet with the objective that we can create the key sheet during the exam. I found this key sheet is very useful. It was like having PMBOK in my hand during the exam.
d. Total 600 questions
Everyday we took 100 questions, 30 questions in the morning before the class started at 8:00 AM and 70 questions before the class ended at 6:30 PM. On the last day we took final exam that consisted of 200 questions
e. Guarantee as Motivation
PMTI will pay for the second PMP Exam if we failed the first one. If we failed on the second exam, PMTI will refund the training fee. This guarantee will only work with condition that we can memorize the key sheet and passed the 600 question with score at least 60%. We are required to sign a letter of agreement. We were also required to take the PMP Exam not more than 14 days after the PMP Exam Preparation training.
This rule became motivation for the students to memorize the key sheet and passed the 600 question with score at least 60%.
2. PMP Exam Registration
a. PMP Exam Fee
PMP Exam fee is $405 for PMI member and $555 for non member. The membership fee is $129. All in US Dollar.
I decided to join PMI membership to get lower fee plus the other benefits such as free online seminars, free magazines, free articles, etc. PMI membership is good for 1 year and can be renewed in year basis.
b. Eligibility
To be eligible for PMP Exam, someone has to have:
1. 35 hours PM Education
2. 4500 hours PM experience for someone with bachelor degree or 7500 hours PM experience for someone without bachelor degree
c. PMP Exam Registration Forms
In these online forms , we need to complete all information about personal data (address, organization, etc), PM education, and PM experiences. Thanks to PMTI templates, I can complete these forms without having any problems.
After we complete all the forms and submit them, PMI will then process the application. In 5 working days, PMI will send notification if the application is accepted or not. If the application is accepted, we can choose any date until the next year to take the examination.
d. PMI Audit
PMI randomly selects some of PMP Exam applicants for PMI audit. After I completed my PMP Exam registration form, I received a notification from PMI that I got selected for PMI Audit.
Below are the information that were audited by PMI.
1. PM Experiences
PMI will send some PDF files based on PM experiences that we entered during PMP Exam registration. We will need to send these files to the specific contact persons that we entered on the online registration forms. These persons will need to print the files, review the information, approve or reject the information, sign the forms, put it in sealed and signed envelope, and send them back to applicants (all in hard papers document).
2. PM Education
Copy of certificate will be required to proof our PM education hours.
3. Proof of Bachelor Degree
Copy of certificate will be required as proof of bachelor degree. In my case, PMI also requested for Transcript document because my certificate is not in English.
After all of the documents above are completed, we can send them to PMI headquarter in US. PMI will then send notification if our audit is passed or not.
3. PMP Exam
a. Booking the Exam
fter I passed PMI Audit, PMI sent me a notification with PMI Identification Code. With this code, I can go to prometric at http://www.prometric.com/ to select the available exam date and location. I selected exam location in London – Ontario because the all test location in Winnipeg and Toronto were already fully booked.
Prometric will send confirmation email with confirmation number that need to be printed.
b. The Exam
The exam was very strict. We need to show confirmation email from Prometric and notification email from PMI, plus 2 ID’s with photo that issued by government. Prometric will provide 5 blank papers, very simple calculator, and 2 pencils. There was about 10 PC’s in the room with some cameras which are recorded.
Before the exam was began, there was 15 minutes time to read the instruction. I used 5 minutes to read the instruction and 10 minutes to create the key sheet.
The test was automatically started after 15 minutes. There were 200 questions that need to be answered in 4 hours. After 4 hours, the exam was automatically stopped. A quick survey was then popped up before the exam result was displayed.
c. Exam’s Material
More than 60% of the exam’s material is from PMBOK that covers all 5 PM Process (Initiation, Planning, Execution, Monitoring and Control, Closing) and 9 Knowledge Area (Integration, Time, Scope, Cost, Quality, Risk, Procurement, HR, Communication) plus PM Professional Responsibility as defined in PMI Code of Conduct.
Other material is coming from other sources that related with PM practice. More than 80% of all the materials were covered by PMTI PMP Exam Preparation training.
dikutip dari http://www.blogcatalog.com/blog/belajar-project-management-learning-project-management/20c4e7c492290802a35ca1ac69768cc5
Definisi Project Management
Secara tradisional Manajemen Proyek dilihat sebagai perencanaan, penjadwalan dan pengendalian proyek untuk memenuhi tujuan proyek tersebut.
Memanajemeni proyek sangat berbeda dengan memanajemeni perusahaan yang memproduksi barang konsumsi. Proyek mempunyai awal dan akhir yang jelas, sedangkan perusahaan tersebut secara berkesinambungan berproduksi.
"Project Management is the application of a collection of tools and techniques to direct the use of diverse resources towards the accomplishment of a unique, complex, one-time task within time, cost and quality constraints. Each task requires a particular mix of these tools, techniques and structures to fit the task environtment and life-cycle of the task." - Morris & Huogh, 1987.
Manajemen proyek adalah proses dimana tim bertujuan untuk menghasilkan produk yang sesuai atau melebihi permintaan dari pemberi tugas di dalam jangka waktu tertentu dan biasanya berada di dalam batasan sumber daya tertentu.
Manajemen terhadap suatu proyek, perlu :
Ditentukan tujuan akhir proyek secara tegas dan jelas.
Diindentifikasi semua kegiatan yang dibutuhkan untuk mencapai tujuan akhir tersebut.
Dinyatakan dan ditentukan kaitannya dan pembatasan-pembatasan diantara kegiatan-kegiatan tersebut termasuk kaitan-kaitan serta pembatasan baik yang bersifat teknis maupun organisatoris.
Diperhitungkan waktu dan biaya yang dibutuhkan untuk melaksanakannya sampai proyek itu selesai.
Mengadakan optimasi dalam pengalokasian penggunaan sumberdaya.
Diusahakan adanya fleksibilitas dalam pelaksanaan proyek.
Manajemen proyek diadakan untuk selalu dapat memegang kendali terhadap proyek, sedemikian rupa sehingga proyek :
Dapat diselesaikan dengan memenuhi kualitas yang sesuai dengan spesifikasi yang ditentukan.
Dapat diselenggarakan dalam batas (target) waktu serta jadwal yang telah ditetapkan.
Dapat diselesaikan dengan biaya yang serendah-rendahnya (sesuai dengan Rencana Anggaran Pelaksanaan).
Memanajemeni proyek sangat berbeda dengan memanajemeni perusahaan yang memproduksi barang konsumsi. Proyek mempunyai awal dan akhir yang jelas, sedangkan perusahaan tersebut secara berkesinambungan berproduksi.
"Project Management is the application of a collection of tools and techniques to direct the use of diverse resources towards the accomplishment of a unique, complex, one-time task within time, cost and quality constraints. Each task requires a particular mix of these tools, techniques and structures to fit the task environtment and life-cycle of the task." - Morris & Huogh, 1987.
Manajemen proyek adalah proses dimana tim bertujuan untuk menghasilkan produk yang sesuai atau melebihi permintaan dari pemberi tugas di dalam jangka waktu tertentu dan biasanya berada di dalam batasan sumber daya tertentu.
Manajemen terhadap suatu proyek, perlu :
Ditentukan tujuan akhir proyek secara tegas dan jelas.
Diindentifikasi semua kegiatan yang dibutuhkan untuk mencapai tujuan akhir tersebut.
Dinyatakan dan ditentukan kaitannya dan pembatasan-pembatasan diantara kegiatan-kegiatan tersebut termasuk kaitan-kaitan serta pembatasan baik yang bersifat teknis maupun organisatoris.
Diperhitungkan waktu dan biaya yang dibutuhkan untuk melaksanakannya sampai proyek itu selesai.
Mengadakan optimasi dalam pengalokasian penggunaan sumberdaya.
Diusahakan adanya fleksibilitas dalam pelaksanaan proyek.
Manajemen proyek diadakan untuk selalu dapat memegang kendali terhadap proyek, sedemikian rupa sehingga proyek :
Dapat diselesaikan dengan memenuhi kualitas yang sesuai dengan spesifikasi yang ditentukan.
Dapat diselenggarakan dalam batas (target) waktu serta jadwal yang telah ditetapkan.
Dapat diselesaikan dengan biaya yang serendah-rendahnya (sesuai dengan Rencana Anggaran Pelaksanaan).
Malcolm Baldrige Award dan Keunggulan Kinerja Bisnis
Malcolm Baldrige National Quality Award adalah sejenis penghargaan tahunan yang diberikan oleh pemerintah Amerika Serikat (melalui Department of Commerce) kepada setiap organisasi di negara USA – baik profit dan non profit – yang dianggap mencapai kinerja yang unggul nan ekselen.
Nama Malcolm Baldrige sendiri diambil dari nama mantan Menteri Perdagangan AS yang menginisiasi kegiatan penghargaan ini. Sejak diperkenalkan pada tahun 1988, penghargaan tahunan ini telah memberikan kontiribusi yang signifikan bagi peningkatan mutu dan kinerja bisnis beragam perusahaan disana.
Seiring dengan hal itu, banyak negara di berbagai belahan dunia yang mengadopsi pendekatan dan kriteria yang digunakan oleh Komite Malcolm Baldrige untuk mengukur keunggulan kinerja. Kriteria yang mereka gunakan dikenal juga sebagai 7 Pilar Malcolm Baldrige. Dan jika diamati, tujuh kriteria ini memang sangat berperan dalam menentukan maju mundurnya sebuah organisasi (baik organisasi bisnis maupun organisasi publik).
Dalam tulisan ringkas kali ini, kita akan membincangkan 7 pilar atau kriteria Malcolm Baldrige tersebut.
Pilar yang pertama adalah Leadership. Kriteria ini ingin melihat bagaimana para leader di organisasi Anda menampilkan kapasitasnya : bagaimana mereka menetapkan visi dan tujuan organisasi; dan kemudian mengkomunikasikannya kepada setiap anggota. Juga apakah leaders di organisasi Anda memiliki kecakapan untuk mengelola dan menginspirasi anak buahnya untuk mencapai keunggulan kinerja. Coba sekarang pikirkan sejenak : kira-kira bagaimana mutu leadership para atasan atau bos di kantor Anda? Sudah oke dan berkelas dunia, atau yah…..boss saya kok begini sih……
Pilar kedua : Strategic Planning. Kriteria ini mau melihat bagaimana proses perumusan strategi ditetapkan dilingkungan kantor Anda. Dan yang tak kalah penting : apakah konten strategi itu secara tepat merespon dinamika perubahan lingkungan bisnis? Jadi kira-kira apa strategi yang telah ditetapkan oleh kantor Anda sekarang? Jangan-jangan Anda sendiri ndak pernah “ngeh” dengan peta strategi di kantor Anda. Doh.
Pilar ketiga : Customer Focus. Apakah produk dan layanan yang disediakan oleh organisasi Anda sudah mak nyuss? Atau hanya bermutu ala kadarnya? Apakah produk atau layanan yang dibentangkan oleh kantor Anda selalu segar nan inovatif; dan membuat para pelanggan bisa tersenyum riang? Atau sebaliknya : selalu menebarkan ketidak-andalan dan kualitas yang pas-pasan?
Pilar keempat : Performance Measurement. Apakah setiap leaders di tempat Anda sudah memiliki key performance indicators (KPI) yang jelas dan terukur? Dan apakah key indicators itu selalu direview secara periodik untuk melihat progress dan mengambil corrective action (jika targetnya meleset)? Pengelolaan kinerja dengan indikator yang jelas merupakan salah satu tanda munculnya performance-based culture yang kuat di sebuah organisasi.
Pilar kelima : People Focus. Seberapa jauh perhatian dan komitmen manajemen organisasi Anda terhadap pengembangan mutu SDM-nya? Elemen ini juga mau melihat apakah organisasi telah memberikan skema reward yang fair dan atraktif kepada segenap anggotanya. Kontribusi angggota yang melejit hanya akan merebak jika sebuah organisasi punya kebjiakan people focus yang solid dan konsisten.
Pilar keenam : Process Management. Kriteria ini mau mengukur bagaimana kantor Anda mendesain dan mengelola proses kerja kunci? Apakah setiap alur proses sudah didesain dengan ramping dan efisien? Atau masih banyak proses kerja yang terlalu birokratis, tidak saling terkoordinasi dengan baik, dan justru menimbulkan banyak silang sengketa diantara berbagai bagian/departemen?
Pilar yang ketuju atau yang terakhir : Result. Pilar yang ketuju ini mau melihat bagaimana hasil akhir kinerja organisasi : apakah makin kompetitif, makin efektif, dan makin mengkilap kinerja seluruh aspek organisasinya?
Melalui 7 pilar diatas kita bisa menakar dimana level kinerja organisasi Anda. 7 Pilar ini juga sangat membantu jika sebuah organisasi hendak melakukan proses transformasi menuju ke arah yang lebih menjulang. Artinya, 7 kriteria diatas dapat digunakan sebagai peta, sebagai roadmap, jika organisasi Anda hendak merumuskan action plan-nya.
Karena itu segeralah bertindak : diskusikan 7 pilar diatas dengan segenap jajaran manajemen di kantor Anda. Segera susun action plan, dan buat rencana implementasinya.
Dan oh ya, jika kantor Anda membutuhkan sparring partner untuk penerapan action plan tersebut, jangan segan-segan mengundang saya sebagai narasumber…..:):)
Photo credit by : DanielKHC @Flickr.com
Nama Malcolm Baldrige sendiri diambil dari nama mantan Menteri Perdagangan AS yang menginisiasi kegiatan penghargaan ini. Sejak diperkenalkan pada tahun 1988, penghargaan tahunan ini telah memberikan kontiribusi yang signifikan bagi peningkatan mutu dan kinerja bisnis beragam perusahaan disana.
Seiring dengan hal itu, banyak negara di berbagai belahan dunia yang mengadopsi pendekatan dan kriteria yang digunakan oleh Komite Malcolm Baldrige untuk mengukur keunggulan kinerja. Kriteria yang mereka gunakan dikenal juga sebagai 7 Pilar Malcolm Baldrige. Dan jika diamati, tujuh kriteria ini memang sangat berperan dalam menentukan maju mundurnya sebuah organisasi (baik organisasi bisnis maupun organisasi publik).
Dalam tulisan ringkas kali ini, kita akan membincangkan 7 pilar atau kriteria Malcolm Baldrige tersebut.
Pilar yang pertama adalah Leadership. Kriteria ini ingin melihat bagaimana para leader di organisasi Anda menampilkan kapasitasnya : bagaimana mereka menetapkan visi dan tujuan organisasi; dan kemudian mengkomunikasikannya kepada setiap anggota. Juga apakah leaders di organisasi Anda memiliki kecakapan untuk mengelola dan menginspirasi anak buahnya untuk mencapai keunggulan kinerja. Coba sekarang pikirkan sejenak : kira-kira bagaimana mutu leadership para atasan atau bos di kantor Anda? Sudah oke dan berkelas dunia, atau yah…..boss saya kok begini sih……
Pilar kedua : Strategic Planning. Kriteria ini mau melihat bagaimana proses perumusan strategi ditetapkan dilingkungan kantor Anda. Dan yang tak kalah penting : apakah konten strategi itu secara tepat merespon dinamika perubahan lingkungan bisnis? Jadi kira-kira apa strategi yang telah ditetapkan oleh kantor Anda sekarang? Jangan-jangan Anda sendiri ndak pernah “ngeh” dengan peta strategi di kantor Anda. Doh.
Pilar ketiga : Customer Focus. Apakah produk dan layanan yang disediakan oleh organisasi Anda sudah mak nyuss? Atau hanya bermutu ala kadarnya? Apakah produk atau layanan yang dibentangkan oleh kantor Anda selalu segar nan inovatif; dan membuat para pelanggan bisa tersenyum riang? Atau sebaliknya : selalu menebarkan ketidak-andalan dan kualitas yang pas-pasan?
Pilar keempat : Performance Measurement. Apakah setiap leaders di tempat Anda sudah memiliki key performance indicators (KPI) yang jelas dan terukur? Dan apakah key indicators itu selalu direview secara periodik untuk melihat progress dan mengambil corrective action (jika targetnya meleset)? Pengelolaan kinerja dengan indikator yang jelas merupakan salah satu tanda munculnya performance-based culture yang kuat di sebuah organisasi.
Pilar kelima : People Focus. Seberapa jauh perhatian dan komitmen manajemen organisasi Anda terhadap pengembangan mutu SDM-nya? Elemen ini juga mau melihat apakah organisasi telah memberikan skema reward yang fair dan atraktif kepada segenap anggotanya. Kontribusi angggota yang melejit hanya akan merebak jika sebuah organisasi punya kebjiakan people focus yang solid dan konsisten.
Pilar keenam : Process Management. Kriteria ini mau mengukur bagaimana kantor Anda mendesain dan mengelola proses kerja kunci? Apakah setiap alur proses sudah didesain dengan ramping dan efisien? Atau masih banyak proses kerja yang terlalu birokratis, tidak saling terkoordinasi dengan baik, dan justru menimbulkan banyak silang sengketa diantara berbagai bagian/departemen?
Pilar yang ketuju atau yang terakhir : Result. Pilar yang ketuju ini mau melihat bagaimana hasil akhir kinerja organisasi : apakah makin kompetitif, makin efektif, dan makin mengkilap kinerja seluruh aspek organisasinya?
Melalui 7 pilar diatas kita bisa menakar dimana level kinerja organisasi Anda. 7 Pilar ini juga sangat membantu jika sebuah organisasi hendak melakukan proses transformasi menuju ke arah yang lebih menjulang. Artinya, 7 kriteria diatas dapat digunakan sebagai peta, sebagai roadmap, jika organisasi Anda hendak merumuskan action plan-nya.
Karena itu segeralah bertindak : diskusikan 7 pilar diatas dengan segenap jajaran manajemen di kantor Anda. Segera susun action plan, dan buat rencana implementasinya.
Dan oh ya, jika kantor Anda membutuhkan sparring partner untuk penerapan action plan tersebut, jangan segan-segan mengundang saya sebagai narasumber…..:):)
Photo credit by : DanielKHC @Flickr.com
Ketika Sang Toyota Terkapar Penuh Luka
Malam yang muram tengah menggelayuti kota Tokyo yang megah. Di salah satu sudut ruangan markas besar Toyota, Akio Toyoda tampak tengah terpekur dalam sembilu kepedihan yang mendalam. Akio adalah cucu langsung sang pendiri, Kiichiro Toyoda, dan ia belum genap dua tahun diangkat sebagai CEO Toyota, perusahaan mobil terbesar di dunia.
Namun malam itu terasa begitu meletihkan. Akio sadar reputasi perusahaan yang didirikan sang kakeknya itu kini tengah terpelanting dalam tebing kehancuran. Wajah Akio sungguh terasa sendu, dan ia hanya bisa menatap gelapnya malam dengan penuh rasa masgul. Semilir angin malam yang membelah kota Tokyo tampak kian terasa membeku.
Akio Toyoda layak tenggelam dalam duka. Minggu-minggu ini Toyota memang tengah didera masalah terberat yang pernah ada dalam sejarah panjang 70 tahun kehidupannya. Di Amerika dan Kanada, pasar mobil terbesar didunia dan juga bagi Toyota, perusahaan ini harus menarik ulang jutaan mobilnya yang laris, termasuk Prius, Camry dan Corolla. Ada sejumlah masalah serius dengan pedal gas-nya.
Berita itu sungguh terasa mengejutkan. Bagaimana mungkin Toyota, sebuah simbol kualitas dalam industri mobil dunia, bisa meloloskan begitu banyak mobil dengan mutu yang amat memilukan? Bagaimana mungkin perusahaan yang selama ini memiliki reputasi yang begitu wangi bisa terpelanting dalam tragedi kegagalan produk yang begitu masif? Ya kenapa semua ini bisa terjadi?
Ada tiga jawaban yang ingin dihidangkan disini. Dan tiga jawaban yang sebentar lagi akan kita kunyah bersama ini memberikan pelajaran penting tentang bagaimana semestinya meracik dan mengeksekusi strategi bisnis.
Jawaban pertama adalah ini : tragedi Toyota ini tak lain tak bukan adalah buah kesuksesan Toyota sendiri. Dengan kata lain, Toyota sejatinya hanya menjadi korban dari pertumbuhan bisnis yang terlalu cepat ia alami. Dalam lima tahun terakhir ini dunia memang tercengang dengan pertumbuhan penjualan mobil Toyota di seluruh dunia, terutama di pasar Amerika. Apalagi ketika tahun lalu General Motor — produsen utama mobil di Amerika – kolaps. Kejadian ini langsung melejitkan produksi mobil Toyota ke peringkat satu dunia.
Namun ternyata Toyota belum siap menjadi nomer satu. Toyota merasa gamang. Pertumbuhan bisnis yang terlalu pesat itu membuat sistem produksi global Toyota gelagapan. Memang pihak Toyota dengan cepat membangun banyak pabrik mobil di Amerika untuk mengimbangi permintaan pasar yang terus tumbuh dengan pesat. Namun membangun pabrik dengan terlalu cepat demi memenuhi permintaan pasar yang terus tumbuh ternyata membuat banyak lubang disana-sini; dan persis disinilah tragedi kegagalan mutu itu mulai terjadi.
Jawaban kedua berkaitan dengan yang pertama : ketika memutuskan membangun banyak pabrik mobil di Amerika, pihak top manajemen di Jepang sadar bahwa itu harus segera diimbangi dengan penyiapan SDM yang tangguh. Begitulah, mereka lalu mengirim ratusan teknisi terbaiknya untuk mengajari para pekerja Amerika tentang sistem produksi dan filosofi mutu Toyota yang amat terkenal itu.
Namun mengajari konsep budaya mutu Toyota kepada para pekerja Amerika itu tidak bisa selesai dalam sekejap. Sementara tuntutan kecepatan produksi terus menyergap. Akibatnya bisa ditebak : ditangan para pekerja Amerika yang belum sepenuhnya mahir, maka konsep mutu Toyota yang legendaris itu ibarat macan yang terluka.
Jawaban terakhir adalah ini : strategi cost efficiency yang terlalu agresif. Harap diketahui, tiga tahun terakhir ini pihak top manajemen Toyota di Jepang memang mengkampanyekan strategi penghematan biaya di semua lini, termasuk dalam aspek desain dan produksi. Strategi ini sejatinya bagus buat mengendalikan biaya, namun tampaknya top management Toyota agak kebablasan. Beberapa waktu sebelum tragedi penarikan mobil itu, sebenarnya sejumlah supplier sudah mengeluh. Mereka bilang kadang terpaksa menurunkan mutu barang pasokannya demi memenuhi seruan cost efficency dari para petinggi Toyota di Jepang.
Jawaban yang terakhir ini membawa pesan yang sederhana namun lugas : penghematan biaya memang bagus, namun jika terlalu agresif dilakukan maka mutu produk selalu akan menjadi korban. Dan jika itu terjadi, dampaknya bisa terasa amat menyakitkan, persis seperti yang dialami Toyota hari-hari ini.
Demikianlah tiga faktor alasan yang mungkin bisa menjelaskan kenapa Toyota terpelanting dalam tragedi cacat produksi yang demikian memilukan. Akio Toyoda harus segera mengurai tiga akar masalah ini, dan segera menerapkan solusi secara cepat dan sigap (dan bukan dengan sikap lamban seperti yang ia pertontonkan tiga minggu belakangan ini).
Sebab jika krisis ini dibiarkan berlarut-larut, maka nama Toyota yang begitu harum bisa pelan-pelan lenyap ditelan angin malam kota Tokyo yang kian terasa membeku.
Strategi Bisnis Lion Air Menembus Langit Biru
Kalaulah ada sebuah organisasi bisnis di tanah air yang pertumbuhannya tergolong sangat spektakuler, maka Lion Air boleh jadi merupakan salah satu diantaranya. Didirikan pada tahun 2000 silam, dengan hanya modal satu kali penerbangan per hari, kini mereka melayani 200 penerbangan per hari. Itu artinya, hanya dalam sepuluh tahun, volume penerbangan mereka tumbuh sebanyak 200 kali atau 20,000%.
Tentu saja pendapatan bisnis Lion juga turut terbang mengangkasa. Tahun 2009, total pendapatan mereka sekitar 6 trilyun (dan sekali lagi, ini hanya dicapai dalam waktu yang relatif pendek, yakni hanya sepuluh tahun. Tak banyak perusahaan di tanah air yang bisa menembus angka penjualan 6 trilyun hanya dalam 10 tahun berdirinya). Jumlah penumpang Lion tahun lalu menembus angka 13 juta, dan ini artinya menggusur jumlah penumpang Garuda (hanya 8,3 juta), sebuah maskapai yang jauh lebih tua usianya.
Ada beberapa poin mengenai strategi bisnis yang bisa diambil dari kisah spektakuler Lion Air ini. Yang pertama, negara kepulauan seperti Indonesia memang sebuah lokasi yang nyaris sempurna bagi kehadiran sebuah bisnis penerbangan. Dan Lion Air memasuki pasar yang amat menggiurkan itu dengan strategi bisnis yang tergolong baru pada zamannya : low cost airline.
Melalui strategis bisnis low cost itulah, Lion Air kemudian mampu mengejawantahkan tagline-nya yang brilian itu : we make people fly - membuat setiap orang, mulai dari pedagang kain dari Ternate, ibu-ibu rumah tangga dari Medan, petani jeruk dari Pontianak, atau mahasiswa dari Papua, bisa punya kesempatan terbang menembus langit nusantara.
Catatan yang kedua, pertumbuhan bisnis yang fenomenal itu juga segera disertai dengan strategi pembelian armada pesawat baru yang agresif. Dunia penerbangan Asia sungguh tercengang, ketika Lion Air mendeklarasikan akan membeli 178 pesawat Boeing seri terbaru, yakni 737 – 900 ER (extended range, body lebih panjang). Harap diketahui, harga satu pesawat baru seri 737 – 900 itu adalah sekitar Rp 600 milyar. (Berdasar estimasi, dana Rp 600 milyar itu akan balik modal hanya jika pesawatnya telah dioperasikan sekitar 25 tahun. Ini memang bisnis jangka panjang).
Dengan armada yang demikian masif, dan dengan harga tiket yang kompetitif, Lion Air memang ingin terus terbang tinggi, termasuk menguasai langit wilayah Asia (jadi bukan hanya Indonesia). Impian ini mungkin bisa menjadi kenyataan jika, dan hanya jika, mereka melakukan perbaikan dalam dua aspek kunci : manajemen keselamatan dan keramahan pramugari.
Sebagai orang yang hampir tiap minggu pergi dengan pesawat udara (dan jujur saja : naik pesawat adalah salah satu hal yang paling saya benci karena saya takut ketinggian); maka saya melihat masih banyak ruang yang harus diperbaiki oleh Lion Air dalam aspek keselamatan kerjanya.
Acap disana sini saya melihat bagian kecil pesawat yang kelihatannya tidak dipelihara atau dirawat dengan rapi (pegangan kursi yang retak, engsel bagasi yang sidah aus, sabuk pengaman yang macet; ban yang gundul, speaker yang gemerisik suaranya…..). Hal-hal kecil semacam ini biasanya indikasi masalah besar dikemudian hari. Lion Air harus segera menaruh perhatian serius dan dana yang memadai untuk segera meningkatkan mutu pemeliharaan pesawat dan keselamatan aramadanya. Jika tidak, mereka mungkin bisa mengalami nasib tragis seperti Adam Air yang lenyap ke laut itu.
Keramahan pramugari Lion Air saya rasa yang paling buruk di antara maskapai lainnya. Benar, mereka perempuan muda yang segar nan cantik rupawan, namun pelayanan dan keramahan mereka acap sungguh memilukan. Mereka nyaris tak pernah menyapa para penumpang dengan “hati”, dengan passion. Wajah mereka yang rupawan itu bagi saya sering jadi seperti robot tanpa jiwa, tanpa soul. Pelayanan semacam itu tentu sebuah tragedi jika terus dilanjutkan.
Kalau saja saya menjadi pengelola SDM di Lion Air, tentu saja kompetensi pramugari semacam itu harus segera dirombak habis-habisan. Mulai dari soal rekrutmen pramugrasi, pelatihannya hingga sistem remunerasinya.
Kalau saja dua aspek itu, yakni aspek keselamatan kerja serta kualitas layanan pramugrasi bisa dibenahi dengan radikal, maka Lion Air pasti akan bisa terbang lebih tinggi. Dan cita-cita mereka untuk menjadi penguasa langit Asia – dan bukan hanya Indonesia – mungkin bisa menjadi kenyataan.
Industri Rokok Indonesia Sedang Menjemput Kematian?
Dalam wacana manajemen strategi, kita pernah mengenal apa yang disebut sebagai industry competitive analysis. Analisa yang dikenalkan oleh guru strategi Michael Porter ini sejatinya ingin melihat apakah sebuah industri merupakan arena bisnis yang atraktif, atau sebaliknya selalu digelayuti dengan harapan yang tergores, dan karenanya tak layak untuk digumuli.
Industri rokok ditanah air mungkin tengah berada dalam harapan yang tercabik itu : dibalik kepulan asap yang demikian memabukkan, terbentang jalan terjal yang pelan-pelan bisa membuatnya terkapar mati. Seperti nikmatnya asap tembakau yang secara pelahan akan membunuh penghisapnya, para produsen rokok ditanah air mungkin juga tengah meretas jalan yang sama : pelan-pelan mereka akan tersedot dalam asap yang membuat mereka bangkrut dan terbaring tewas.
Make no mistake. Industri rokok di tanah air tetap merupakan sebuah industri yang eksotis dengan jumlah perokok terbesar nomer tiga di dunia (setelah China dan India). Kian tahun juga makin banyak perokok belia yang dengan mudah terseret dalam pusaran asap yang terus menari-nari.
Itulah mengapa Philip Morris (alias Marlboro Man) mencaplok Sampoerna dan kemudian BAT melumat Bentoel. Sebab mereka percaya industri rokok di tanah air masih punya harapan yang gilang gemilang. Sebab mereka percaya, sangat mudah mengelabui rakyat Indonesia untuk masuk dalam jebakan candu yang mereka rajut dengan seringai senyum yang tak kenal ampun.
Para kapitalis asing itu (juga para juragan lokal dari Kediri dan Kudus) akan tertawa terkeh-kekeh setiap kali melihat kepulan asap membakar di setiap sudut pelosok negeri. Mereka tertawa sebab itu artinya mereka berhasil menyedot uang trilyunan rupiah dari kantong para perokok di segenap penjuru nusantara; dan kemudian menyimpan uang itu di markas mereka yang megah dan angkuh nun jauh disana – di pusat kapitalis dunia.
But, how long can you go? Sampai kapan seringai senyum kapitalis itu terus menerus menari dibalik kekonyolan para perokok di bumi pertiwi? Sampai kapan para kapitalis rokok global itu terus berdansa dibalik peluh para perokok yang terus ditipunya?
Mungkin tak lama lagi. Mengapa? Ada tiga alasan disini. Yang pertama adalah Rencana Peraturan Pemerintah (RPP) sebagai tindak lanjut dari UU yang menyatakan rokok sebagai zat adiktif. Isi RPP ini antara lain adalah melarang habis iklan rokok dimanapun (baik di media cetak, bilboard yang sekarang ada dimana-mana itu, atau juga sebagai sponsor kegiatan musik, olahraga dll). Jika RPM ini disetujui, industri rokok dan para kapitalis dibaliknya, sungguh akan terkapar dan terluka parah.
Lobi para produsen rokok segera bersatu dan melakukan serangan balik (dan tentu uang milyaran rupiah akan mengalir berceceran sebagai penyedap upaya lobi). Argumen klasik selalu dinyanyikan : nasib ribuan petani tembakau akan terdesak; dan hey, selama ini kami sudah menyumbang cukai triyunan rupiah kepada negara.
(Sumbangan cukai ini sebenarnya dari para perokok, bukan dari produen. Dan asal tahu, uang yang dipakai oleh para perokok buat membeli sebungkus Dji Sam Soe atau A Mild itu ternyata – gilanya – banyak yang diambil dari jatah uang pendidikan anak dan uang makan keluarga sang perokok. Maksudnya, para perokok itu, meskipun miskin dan tidak punya banyak uang, lebih rela menggunakan uangnya untuk membeli rokok daripada untuk membayar SPP anak-anaknya, atau membeli lauk yang memadai buat keluarganya. Disini jelas : jutaan perokok yang mayoritas berasal dari kelas menengah ke bawah, tertipu oleh para produsen rokok; dan mereka lebih rela memberi uang kepada kapitalis rokok yang sudah kaya itu, dibanding menyekolahkan anak-anaknya. Jutaan anak-anak di Indonesia terampas masa depannya, hanya karena ayah mereka lebih memilih membeli rokok dibanding membayar uang sekolah. Sebuah ironi yang tragis. Dan aha…..para kapitalis rokok global itu terus tertawa terkekeh-kekeh melihat ironi ini……
Argumen para petani tembakau terdesak juga mitos. Jika RPP itu diberlakukan, permintaan tembakau tetap akan ada. Bahkan selama ini para produsen rokok Indonesia harus mengimpor tembakau (!) dari China karena kekurangan pasokan dari dalam negeri).
Alasan kedua mengapa industri dan bisnis rokok di tanah air akan mengalami penurunan adalah ini : kesadaran gaya hidup sehat yang terus tumbuh. Lihatlah tren olah tubuh yang kian banyak merasuk dalam gaya hidup masyarakat masa kini : ada yang rajin bersepeda ke kantor, giat melakukan futsal, atau juga tekun ber-gym ria untuk membuat tubuh selalu sehat. Semoga saja kesadaran ini membuat orang makin menjauhi pekatnya asap rokok yang membius dan mematikan itu.
Banyak pihak yang kemudian juga berharap agar kesadaran itu membuat gerakan serentak : yakni menjadikan para perokok sebagai pesakitan yang layak dijauhi karena membuat lingkungan tidak sehat. Dulu, ketika saya sekolah di Amerika, saya melihat hal itu terjadi : teman-teman saya yang perokok – dan jumlahnya sedikit sekali – pelan-pelan selalu dijauhi karena dianggap hanya membawa asap rokok yang penuh racun. Akibatnya jelas : para perokok itu menjadi terisolasi dan terkucil dari lingkaran pergaulan.
Alasan terakhir : makin banyak gerakan masyarakat dan lembaga swadaya masyarakat yang menekan ruang gerak industri rokok. Beberapa diantaranya bahkan membuat langkah kreatif : membuat pencitraan para produsen rokok sebagai monster kapitalis yang rakus dan merampas masa depan anak-anak miskin Indonesia. Pencitraan semacam ini menarik sebab ternyata lebih efektif dibanding kampanye peringatan bahaya merokok yang tertera di setiap bungkus dan iklan rokok itu.
Dalam sejumlah riset neurologi, ternyata slogan bahaya merokok itu justru mendorong orang untuk makin banyak merokok ! Setelah diteliti ternyata ada bagian sel saraf otak yang cenderung mendorong orang melakukan hal kebalikan dari apa yang tertera dalam sebuah peringatan (termasuk peringatan bahaya merokok). Jadi para penelit itu berkesimpulan, kalimat bahaya merokok itu justru menguntungkan para produsen rokok. Nah lho.
Sebaliknya, dalam sejumlah eksperimen iklan, digambarkan para produsen rokok sebagai monster yang rakus dan merampas hak masa depan anak-anak; dan harus dilawan oleh sekumpulan anak muda yang idealis dan memperjuangkan nasib masyarakat. Ajaibnya, ketika iklan eksperimen ini ditayangkan, jumlah anak muda yang merokok turun drastis. Alasannya jelas : bagi anak muda yang tengah mencari jati dirinya, citra anak muda idealis yang melawan kemungkaran itu bagaikan hero yang menancap di benaknya. Sebaliknya mereka juga malu untuk merokok sebab itu artinya menyamakan mereka dengan monster rakus yang mencabik nasib dan masa depan anak-anak (kalau saja saya punya uang banyak, saya akan menayangkan iklan ini di televisi dan koran-koran. Dijamin angka penjualan A Mild dan Djarum Super pasti akan menurun drastis….).
Demikianlah tiga alasan kunci mengapa industri rokok di tanah air tengah berkemas menuju ladang pembantaian yang mematikan. Selama ini pelan-pelan mereka telah membunuh jutaan perokok di tanah air menuju alam baka (jumlah orang yang mati karena kegiatan teroris di tanah air sungguh tak ada bandingannya dibanding mereka yang gugur lantaran asap rokok yang mematikan. Cuma bedanya kalau para teroris terus diburu dan ditembak mati, maka para produsen rokok itu dibiarkan leyeh-leyeh di rumahnya yang megah dan bertebaran di manca negara……).
Mungkin harus tiba saatnya, industri rokok Indonesia menemui nasib seperti korbannya : terjerat asap yang membius dan pelan-pelan membawa mereka menuju sakaratul maut.
Industri rokok ditanah air mungkin tengah berada dalam harapan yang tercabik itu : dibalik kepulan asap yang demikian memabukkan, terbentang jalan terjal yang pelan-pelan bisa membuatnya terkapar mati. Seperti nikmatnya asap tembakau yang secara pelahan akan membunuh penghisapnya, para produsen rokok ditanah air mungkin juga tengah meretas jalan yang sama : pelan-pelan mereka akan tersedot dalam asap yang membuat mereka bangkrut dan terbaring tewas.
Make no mistake. Industri rokok di tanah air tetap merupakan sebuah industri yang eksotis dengan jumlah perokok terbesar nomer tiga di dunia (setelah China dan India). Kian tahun juga makin banyak perokok belia yang dengan mudah terseret dalam pusaran asap yang terus menari-nari.
Itulah mengapa Philip Morris (alias Marlboro Man) mencaplok Sampoerna dan kemudian BAT melumat Bentoel. Sebab mereka percaya industri rokok di tanah air masih punya harapan yang gilang gemilang. Sebab mereka percaya, sangat mudah mengelabui rakyat Indonesia untuk masuk dalam jebakan candu yang mereka rajut dengan seringai senyum yang tak kenal ampun.
Para kapitalis asing itu (juga para juragan lokal dari Kediri dan Kudus) akan tertawa terkeh-kekeh setiap kali melihat kepulan asap membakar di setiap sudut pelosok negeri. Mereka tertawa sebab itu artinya mereka berhasil menyedot uang trilyunan rupiah dari kantong para perokok di segenap penjuru nusantara; dan kemudian menyimpan uang itu di markas mereka yang megah dan angkuh nun jauh disana – di pusat kapitalis dunia.
But, how long can you go? Sampai kapan seringai senyum kapitalis itu terus menerus menari dibalik kekonyolan para perokok di bumi pertiwi? Sampai kapan para kapitalis rokok global itu terus berdansa dibalik peluh para perokok yang terus ditipunya?
Mungkin tak lama lagi. Mengapa? Ada tiga alasan disini. Yang pertama adalah Rencana Peraturan Pemerintah (RPP) sebagai tindak lanjut dari UU yang menyatakan rokok sebagai zat adiktif. Isi RPP ini antara lain adalah melarang habis iklan rokok dimanapun (baik di media cetak, bilboard yang sekarang ada dimana-mana itu, atau juga sebagai sponsor kegiatan musik, olahraga dll). Jika RPM ini disetujui, industri rokok dan para kapitalis dibaliknya, sungguh akan terkapar dan terluka parah.
Lobi para produsen rokok segera bersatu dan melakukan serangan balik (dan tentu uang milyaran rupiah akan mengalir berceceran sebagai penyedap upaya lobi). Argumen klasik selalu dinyanyikan : nasib ribuan petani tembakau akan terdesak; dan hey, selama ini kami sudah menyumbang cukai triyunan rupiah kepada negara.
(Sumbangan cukai ini sebenarnya dari para perokok, bukan dari produen. Dan asal tahu, uang yang dipakai oleh para perokok buat membeli sebungkus Dji Sam Soe atau A Mild itu ternyata – gilanya – banyak yang diambil dari jatah uang pendidikan anak dan uang makan keluarga sang perokok. Maksudnya, para perokok itu, meskipun miskin dan tidak punya banyak uang, lebih rela menggunakan uangnya untuk membeli rokok daripada untuk membayar SPP anak-anaknya, atau membeli lauk yang memadai buat keluarganya. Disini jelas : jutaan perokok yang mayoritas berasal dari kelas menengah ke bawah, tertipu oleh para produsen rokok; dan mereka lebih rela memberi uang kepada kapitalis rokok yang sudah kaya itu, dibanding menyekolahkan anak-anaknya. Jutaan anak-anak di Indonesia terampas masa depannya, hanya karena ayah mereka lebih memilih membeli rokok dibanding membayar uang sekolah. Sebuah ironi yang tragis. Dan aha…..para kapitalis rokok global itu terus tertawa terkekeh-kekeh melihat ironi ini……
Argumen para petani tembakau terdesak juga mitos. Jika RPP itu diberlakukan, permintaan tembakau tetap akan ada. Bahkan selama ini para produsen rokok Indonesia harus mengimpor tembakau (!) dari China karena kekurangan pasokan dari dalam negeri).
Alasan kedua mengapa industri dan bisnis rokok di tanah air akan mengalami penurunan adalah ini : kesadaran gaya hidup sehat yang terus tumbuh. Lihatlah tren olah tubuh yang kian banyak merasuk dalam gaya hidup masyarakat masa kini : ada yang rajin bersepeda ke kantor, giat melakukan futsal, atau juga tekun ber-gym ria untuk membuat tubuh selalu sehat. Semoga saja kesadaran ini membuat orang makin menjauhi pekatnya asap rokok yang membius dan mematikan itu.
Banyak pihak yang kemudian juga berharap agar kesadaran itu membuat gerakan serentak : yakni menjadikan para perokok sebagai pesakitan yang layak dijauhi karena membuat lingkungan tidak sehat. Dulu, ketika saya sekolah di Amerika, saya melihat hal itu terjadi : teman-teman saya yang perokok – dan jumlahnya sedikit sekali – pelan-pelan selalu dijauhi karena dianggap hanya membawa asap rokok yang penuh racun. Akibatnya jelas : para perokok itu menjadi terisolasi dan terkucil dari lingkaran pergaulan.
Alasan terakhir : makin banyak gerakan masyarakat dan lembaga swadaya masyarakat yang menekan ruang gerak industri rokok. Beberapa diantaranya bahkan membuat langkah kreatif : membuat pencitraan para produsen rokok sebagai monster kapitalis yang rakus dan merampas masa depan anak-anak miskin Indonesia. Pencitraan semacam ini menarik sebab ternyata lebih efektif dibanding kampanye peringatan bahaya merokok yang tertera di setiap bungkus dan iklan rokok itu.
Dalam sejumlah riset neurologi, ternyata slogan bahaya merokok itu justru mendorong orang untuk makin banyak merokok ! Setelah diteliti ternyata ada bagian sel saraf otak yang cenderung mendorong orang melakukan hal kebalikan dari apa yang tertera dalam sebuah peringatan (termasuk peringatan bahaya merokok). Jadi para penelit itu berkesimpulan, kalimat bahaya merokok itu justru menguntungkan para produsen rokok. Nah lho.
Sebaliknya, dalam sejumlah eksperimen iklan, digambarkan para produsen rokok sebagai monster yang rakus dan merampas hak masa depan anak-anak; dan harus dilawan oleh sekumpulan anak muda yang idealis dan memperjuangkan nasib masyarakat. Ajaibnya, ketika iklan eksperimen ini ditayangkan, jumlah anak muda yang merokok turun drastis. Alasannya jelas : bagi anak muda yang tengah mencari jati dirinya, citra anak muda idealis yang melawan kemungkaran itu bagaikan hero yang menancap di benaknya. Sebaliknya mereka juga malu untuk merokok sebab itu artinya menyamakan mereka dengan monster rakus yang mencabik nasib dan masa depan anak-anak (kalau saja saya punya uang banyak, saya akan menayangkan iklan ini di televisi dan koran-koran. Dijamin angka penjualan A Mild dan Djarum Super pasti akan menurun drastis….).
Demikianlah tiga alasan kunci mengapa industri rokok di tanah air tengah berkemas menuju ladang pembantaian yang mematikan. Selama ini pelan-pelan mereka telah membunuh jutaan perokok di tanah air menuju alam baka (jumlah orang yang mati karena kegiatan teroris di tanah air sungguh tak ada bandingannya dibanding mereka yang gugur lantaran asap rokok yang mematikan. Cuma bedanya kalau para teroris terus diburu dan ditembak mati, maka para produsen rokok itu dibiarkan leyeh-leyeh di rumahnya yang megah dan bertebaran di manca negara……).
Mungkin harus tiba saatnya, industri rokok Indonesia menemui nasib seperti korbannya : terjerat asap yang membius dan pelan-pelan membawa mereka menuju sakaratul maut.
Managing Corporate Performance with Balance Scorecard
Mengelola dan menselaraskan kinerja perusahaan dengan kinerja individu karyawan tak pelak lagi merupakan salah satu elemen penting bagi kesuksesan sebuah entitas bisnis. Toh demikian, dalam kenyataannya mengintegrasikan kinerja perusahaan dengan kinerja individu bukan merupakan proses yang mudah; dan karenanya diperlukan sejumlah pendekatan yang sistematis untuk mengelolanya.
Workshop ini didesain untuk memberikan pendekatan yang komprehensif dan sekaligus praktikal, tentang bagaimana langkah-demi-langkah membangun sinergi antara corporate and employee performance. Workshop juga akan menuntun peserta untuk mengidentifikasi serta memformulasikan sasaran kinerja yang optimal melalui pendekatan balanced corecard.
Dalam workshop ini akan dibahas agenda berikut :
• Mendesain Peta Strategi dan Sasaran Kinerja Perusahaan dengan Pendekatan Empat Perspektif Balanced Scorecard
• Menurunkan (cascading process) Sasaran Kinerja Perusahaan ke Level Divisi/Departemen
• Mendesain dan Merumuskan Employee Performance Scorecard dengan Mengacu pada Corporate and Division/Department Scorecard
• Mengintegrasikan Sasaran Kinerja Korporat dengan Sasaran Kinerja Karyawan
• Metode untuk Mengidentifikasi Key Performance Indicators dari Beragam Fungsi dalam Perusahaan (para peserta akan memperoleh free KPI catalog untuk beragam fungsi seperti SDM, Keuangan, Pemasaran, Produksi, dll.).
Malcolm Baldrige Award dan Keunggulan Kinerja Bisnis
Malcolm Baldrige National Quality Award adalah sejenis penghargaan tahunan yang diberikan oleh pemerintah Amerika Serikat (melalui Department of Commerce) kepada setiap organisasi di negara USA – baik profit dan non profit – yang dianggap mencapai kinerja yang unggul nan ekselen.
Nama Malcolm Baldrige sendiri diambil dari nama mantan Menteri Perdagangan AS yang menginisiasi kegiatan penghargaan ini. Sejak diperkenalkan pada tahun 1988, penghargaan tahunan ini telah memberikan kontiribusi yang signifikan bagi peningkatan mutu dan kinerja bisnis beragam perusahaan disana.
Seiring dengan hal itu, banyak negara di berbagai belahan dunia yang mengadopsi pendekatan dan kriteria yang digunakan oleh Komite Malcolm Baldrige untuk mengukur keunggulan kinerja. Kriteria yang mereka gunakan dikenal juga sebagai 7 Pilar Malcolm Baldrige. Dan jika diamati, tujuh kriteria ini memang sangat berperan dalam menentukan maju mundurnya sebuah organisasi (baik organisasi bisnis maupun organisasi publik).
Dalam tulisan ringkas kali ini, kita akan membincangkan 7 pilar atau kriteria Malcolm Baldrige tersebut.
Pilar yang pertama adalah Leadership. Kriteria ini ingin melihat bagaimana para leader di organisasi Anda menampilkan kapasitasnya : bagaimana mereka menetapkan visi dan tujuan organisasi; dan kemudian mengkomunikasikannya kepada setiap anggota. Juga apakah leaders di organisasi Anda memiliki kecakapan untuk mengelola dan menginspirasi anak buahnya untuk mencapai keunggulan kinerja. Coba sekarang pikirkan sejenak : kira-kira bagaimana mutu leadership para atasan atau bos di kantor Anda? Sudah oke dan berkelas dunia, atau yah…..boss saya kok begini sih……
Pilar kedua : Strategic Planning. Kriteria ini mau melihat bagaimana proses perumusan strategi ditetapkan dilingkungan kantor Anda. Dan yang tak kalah penting : apakah konten strategi itu secara tepat merespon dinamika perubahan lingkungan bisnis? Jadi kira-kira apa strategi yang telah ditetapkan oleh kantor Anda sekarang? Jangan-jangan Anda sendiri ndak pernah “ngeh” dengan peta strategi di kantor Anda. Doh.
Pilar ketiga : Customer Focus. Apakah produk dan layanan yang disediakan oleh organisasi Anda sudah mak nyuss? Atau hanya bermutu ala kadarnya? Apakah produk atau layanan yang dibentangkan oleh kantor Anda selalu segar nan inovatif; dan membuat para pelanggan bisa tersenyum riang? Atau sebaliknya : selalu menebarkan ketidak-andalan dan kualitas yang pas-pasan?
Pilar keempat : Performance Measurement. Apakah setiap leaders di tempat Anda sudah memiliki key performance indicators (KPI) yang jelas dan terukur? Dan apakah key indicators itu selalu direview secara periodik untuk melihat progress dan mengambil corrective action (jika targetnya meleset)? Pengelolaan kinerja dengan indikator yang jelas merupakan salah satu tanda munculnya performance-based culture yang kuat di sebuah organisasi.
Pilar kelima : People Focus. Seberapa jauh perhatian dan komitmen manajemen organisasi Anda terhadap pengembangan mutu SDM-nya? Elemen ini juga mau melihat apakah organisasi telah memberikan skema reward yang fair dan atraktif kepada segenap anggotanya. Kontribusi angggota yang melejit hanya akan merebak jika sebuah organisasi punya kebjiakan people focus yang solid dan konsisten.
Pilar keenam : Process Management. Kriteria ini mau mengukur bagaimana kantor Anda mendesain dan mengelola proses kerja kunci? Apakah setiap alur proses sudah didesain dengan ramping dan efisien? Atau masih banyak proses kerja yang terlalu birokratis, tidak saling terkoordinasi dengan baik, dan justru menimbulkan banyak silang sengketa diantara berbagai bagian/departemen?
Pilar yang ketuju atau yang terakhir : Result. Pilar yang ketuju ini mau melihat bagaimana hasil akhir kinerja organisasi : apakah makin kompetitif, makin efektif, dan makin mengkilap kinerja seluruh aspek organisasinya?
Melalui 7 pilar diatas kita bisa menakar dimana level kinerja organisasi Anda. 7 Pilar ini juga sangat membantu jika sebuah organisasi hendak melakukan proses transformasi menuju ke arah yang lebih menjulang. Artinya, 7 kriteria diatas dapat digunakan sebagai peta, sebagai roadmap, jika organisasi Anda hendak merumuskan action plan-nya.
Karena itu segeralah bertindak : diskusikan 7 pilar diatas dengan segenap jajaran manajemen di kantor Anda. Segera susun action plan, dan buat rencana implementasinya.
Dan oh ya, jika kantor Anda membutuhkan sparring partner untuk penerapan action plan tersebut, jangan segan-segan mengundang saya sebagai narasumber…..:):)
Photo credit by : DanielKHC @Flickr.com
What is MAKE
The Most Admired Knowledge Enterprises (MAKE) research program was established by Teleos, in association with The KNOW Network, in 1998 to identify and recognize those organizations which are creating shareholder wealth (or in the case of public and non-profit organizations, increasing societal capital) by transforming new as well as existing enterprise knowledge into superior products/services/solutions.
Dunamis Organization Services, in partnership with Teleos and The KNOW Network, has completed the inaugural Indonesian Most Admired Knowledge Enterprises (MAKE) study. The Indonesian MAKE research program, based on the MAKE framework and methodology (see Appendix 1), seeks to identify those organizations – headquartered in Indonesia – which are utperforming their peers by above average growth in intellectual capital and transformation of enterprise knowledge into wealth creation.
The Indonesian MAKE research is based on the Delphi methodology (see Appendix 2). This technique employs an expert panel’s perceptual knowledge to identify and examine critical issues. Through several rounds of discussion a consensus is developed among the panel’s experts. It is this consensus of expert opinion which validates the Delphi and Indonesian MAKE study results.
A blue-ribbon expert panel of Indonesian business leaders and KM experts selected the 2005 Indonesian MAKE Winners. In the first round, members of the expert panel identified leading Indonesian knowledge-driven organizations (see Appendix 3).
In the second round, 15 organizations participating in the study were requested to prepare a Company Knowledge Profile, supported by evidence. Each company or organization had to receive recommendations from at least 50% of the 2005 Indonesian MAKE expert panel to become a Finalist. Based on the Company Knowledge Profile and supporting evidence, 12 companies were recognized as Finalists (see Appendix 4).
In the third and final round, the expert panel members rated the Finalists against each of the eight knowledge performance dimensions which form the MAKE framework and are the visible drivers of intellectual capital creation:
creating an enterprise knowledge-driven culture.
developing knowledge workers through senior management leadership.
developing and delivering knowledge-based products/services/solutions.
maximizing enterprise intellectual capital.
creating an environment for collaborative knowledge sharing.
creating a learning organization.
delivering value based on customer knowledge.
transforming enterprise knowledge into shareholder (societal) value.
Before the Indonesian MAKE Winners were declared, a data verification process was conducted, followed by an independent group gathering to examine the verification results. Members of the independent panel were not allowed to change the aggregate scores. However, any discrepancy between data submitted as evidence and the real conditions of the organization was used to ‘demerit’ the scores.
Dunamis Organization Services, in partnership with Teleos and The KNOW Network, has completed the inaugural Indonesian Most Admired Knowledge Enterprises (MAKE) study. The Indonesian MAKE research program, based on the MAKE framework and methodology (see Appendix 1), seeks to identify those organizations – headquartered in Indonesia – which are utperforming their peers by above average growth in intellectual capital and transformation of enterprise knowledge into wealth creation.
The Indonesian MAKE research is based on the Delphi methodology (see Appendix 2). This technique employs an expert panel’s perceptual knowledge to identify and examine critical issues. Through several rounds of discussion a consensus is developed among the panel’s experts. It is this consensus of expert opinion which validates the Delphi and Indonesian MAKE study results.
A blue-ribbon expert panel of Indonesian business leaders and KM experts selected the 2005 Indonesian MAKE Winners. In the first round, members of the expert panel identified leading Indonesian knowledge-driven organizations (see Appendix 3).
In the second round, 15 organizations participating in the study were requested to prepare a Company Knowledge Profile, supported by evidence. Each company or organization had to receive recommendations from at least 50% of the 2005 Indonesian MAKE expert panel to become a Finalist. Based on the Company Knowledge Profile and supporting evidence, 12 companies were recognized as Finalists (see Appendix 4).
In the third and final round, the expert panel members rated the Finalists against each of the eight knowledge performance dimensions which form the MAKE framework and are the visible drivers of intellectual capital creation:
creating an enterprise knowledge-driven culture.
developing knowledge workers through senior management leadership.
developing and delivering knowledge-based products/services/solutions.
maximizing enterprise intellectual capital.
creating an environment for collaborative knowledge sharing.
creating a learning organization.
delivering value based on customer knowledge.
transforming enterprise knowledge into shareholder (societal) value.
Before the Indonesian MAKE Winners were declared, a data verification process was conducted, followed by an independent group gathering to examine the verification results. Members of the independent panel were not allowed to change the aggregate scores. However, any discrepancy between data submitted as evidence and the real conditions of the organization was used to ‘demerit’ the scores.
Knowledge Management IT Toolbox
* 1 Definition
* 2 KM Storage
* 3 KM Leadership
* 4 References
[Edit section] Definition
Knowledge Management (or KM) refers to the processes and/or tools an organization uses to collect, analyze, store, and disseminate its intellectual capital. A logical extension of this concept is into the entire organization, in the form of Enterprise Knowledge Management (EKM). Among the areas of greatest concern for the modern knowledge worker (from CIO down to the Content Manager), is identifying, collecting, securing and maintaining the information (aka knowledge base) of the organization. Without a process to ensure this system's usefulness, there are invariably holes which are only found when a user tries to obtain that (missing) information.
This intellectual capital can include training materials, processes, procedures, documents, ideas, skills, experiences, and much more. An effective Knowledge management plan allows a company to quickly and easily share this intellectual capital among the organization so it is available on-demand at anytime it is needed. (EEC)
KM can take many forms, depending on the purpose and requirements. The following is a partial list of related types of KM from which an organization may select one or many:
* Content Management
* Data Management
* Records Management
* Document Management
* Portal
* Online Education
* Information Architecture
* Knowledge Discovery
* Knowledge Retrieval
[Edit section] KM Storage
Methods of storing and sharing this intellectual capital include searchable knowledge bases, Learning Management Systems, other types of databases, enterprise portals, groupware tools, and email. (Bassi)
[Edit section] KM Leadership
Knowledge Leadership, in terms of position types and their associated titles, covers a broad category of positions and responsibilities. Chief Knowledge Officer (CKO), like any executive-level corporate leader, handles for enterprise-wide coordination of all KM-related issues and projects. Few corporations maintain a CKO or equivalent officer within their organization. More likely, this responsibility would fall either within the scope of the CIO or a director-level Knowledge Manager. Various categories within the lower-level Knowledge Management career field may be: Knowledge Analyst (Content Manager), Knowledge Engineer (Software Specialist), or, Knowledge Steward (Librarian). These are general career titles, since a specific taxonomy does not currently exist which applies to all organizations or positions within the emerging field of KM. (Delphi Group)
[Edit section] References
Glossary. Engineering Education Centre. Engineering Education Centre. 31 Jan. 2006.
Bassi, Laurie. Harnessing the Power of Intellectual Capital. Training & Development. Dec. 1997. Glossary. ASTD. 31 Jan. 2006.
Delphi Group. The Language of Knowledge: A glossary of terms associated with Knowledge Management technologies and solutions 2005.
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1. The Forrester Wave: SSL VPN Appliances, Q4 2006
2. Remote Support Best Practices & Benefits
3. Top Five Reasons to Automate SAP Document Delivery
Jobs
1. Sr. Business Analyst (Dice)
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1. You Got Spam�Smarter Spam
2. Knowledge Management
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* 2 KM Storage
* 3 KM Leadership
* 4 References
[Edit section] Definition
Knowledge Management (or KM) refers to the processes and/or tools an organization uses to collect, analyze, store, and disseminate its intellectual capital. A logical extension of this concept is into the entire organization, in the form of Enterprise Knowledge Management (EKM). Among the areas of greatest concern for the modern knowledge worker (from CIO down to the Content Manager), is identifying, collecting, securing and maintaining the information (aka knowledge base) of the organization. Without a process to ensure this system's usefulness, there are invariably holes which are only found when a user tries to obtain that (missing) information.
This intellectual capital can include training materials, processes, procedures, documents, ideas, skills, experiences, and much more. An effective Knowledge management plan allows a company to quickly and easily share this intellectual capital among the organization so it is available on-demand at anytime it is needed. (EEC)
KM can take many forms, depending on the purpose and requirements. The following is a partial list of related types of KM from which an organization may select one or many:
* Content Management
* Data Management
* Records Management
* Document Management
* Portal
* Online Education
* Information Architecture
* Knowledge Discovery
* Knowledge Retrieval
[Edit section] KM Storage
Methods of storing and sharing this intellectual capital include searchable knowledge bases, Learning Management Systems, other types of databases, enterprise portals, groupware tools, and email. (Bassi)
[Edit section] KM Leadership
Knowledge Leadership, in terms of position types and their associated titles, covers a broad category of positions and responsibilities. Chief Knowledge Officer (CKO), like any executive-level corporate leader, handles for enterprise-wide coordination of all KM-related issues and projects. Few corporations maintain a CKO or equivalent officer within their organization. More likely, this responsibility would fall either within the scope of the CIO or a director-level Knowledge Manager. Various categories within the lower-level Knowledge Management career field may be: Knowledge Analyst (Content Manager), Knowledge Engineer (Software Specialist), or, Knowledge Steward (Librarian). These are general career titles, since a specific taxonomy does not currently exist which applies to all organizations or positions within the emerging field of KM. (Delphi Group)
[Edit section] References
Glossary. Engineering Education Centre. Engineering Education Centre. 31 Jan. 2006.
Bassi, Laurie. Harnessing the Power of Intellectual Capital. Training & Development. Dec. 1997. Glossary. ASTD. 31 Jan. 2006.
Delphi Group. The Language of Knowledge: A glossary of terms associated with Knowledge Management technologies and solutions 2005.
Related Content
White Papers and Webcasts
1. The Forrester Wave: SSL VPN Appliances, Q4 2006
2. Remote Support Best Practices & Benefits
3. Top Five Reasons to Automate SAP Document Delivery
Jobs
1. Sr. Business Analyst (Dice)
Community Content
1. You Got Spam�Smarter Spam
2. Knowledge Management
3. Email notification not functioning
Knowledge Management Techniques
On this page, you will find some resources to explore Knowledge Management Techniques.
Here is a toolbox of some of the most common techniques.
KM toolbox: inventory of tools and techniques
This is a Power Point slide about Knowledge Management Techniques.
Knowledge Management Techniques
This is an in depth paper on the techniques for Knowledge Management Systems.
Knowledge Modeling Techniques for Developing Knowledge Management Systems
Here is another paper on Knowledge Management techniques.
Use of Knowledge Management Techniques to Improve Network Engineering Capabilities
This is a collection of articles from the Knowledge Management Resource Center.
Knowledge Management Resource Center
This page places more emphasis on Knowledge Acquisition; moving past terminology the descriptions are valuable.
Knowledge Acquisition
For those who want, here is a course available to those with emphasis on Knowledge Management for Law Firms.
Tools and Techniques of Knowledge Management
XML has been recognized by many organizations to have significant value in Knowledge Management.
Thinking XML
For the IT Manager, check out ganthead.com for some of the best information on Knowledge Management techniques.
[ganthead.com]
Here is another good resource to find the best techniques in different categories of Knowledge Management.
Inovation and Knowledge Management Techniques
Here is a toolbox of some of the most common techniques.
KM toolbox: inventory of tools and techniques
This is a Power Point slide about Knowledge Management Techniques.
Knowledge Management Techniques
This is an in depth paper on the techniques for Knowledge Management Systems.
Knowledge Modeling Techniques for Developing Knowledge Management Systems
Here is another paper on Knowledge Management techniques.
Use of Knowledge Management Techniques to Improve Network Engineering Capabilities
This is a collection of articles from the Knowledge Management Resource Center.
Knowledge Management Resource Center
This page places more emphasis on Knowledge Acquisition; moving past terminology the descriptions are valuable.
Knowledge Acquisition
For those who want, here is a course available to those with emphasis on Knowledge Management for Law Firms.
Tools and Techniques of Knowledge Management
XML has been recognized by many organizations to have significant value in Knowledge Management.
Thinking XML
For the IT Manager, check out ganthead.com for some of the best information on Knowledge Management techniques.
[ganthead.com]
Here is another good resource to find the best techniques in different categories of Knowledge Management.
Inovation and Knowledge Management Techniques
Knowledge Management Techniques
On this page, you will find some resources to explore Knowledge Management Techniques.
Here is a toolbox of some of the most common techniques.
KM toolbox: inventory of tools and techniques
This is a Power Point slide about Knowledge Management Techniques.
Knowledge Management Techniques
This is an in depth paper on the techniques for Knowledge Management Systems.
Knowledge Modeling Techniques for Developing Knowledge Management Systems
Here is another paper on Knowledge Management techniques.
Use of Knowledge Management Techniques to Improve Network Engineering Capabilities
This is a collection of articles from the Knowledge Management Resource Center.
Knowledge Management Resource Center
This page places more emphasis on Knowledge Acquisition; moving past terminology the descriptions are valuable.
Knowledge Acquisition
For those who want, here is a course available to those with emphasis on Knowledge Management for Law Firms.
Tools and Techniques of Knowledge Management
XML has been recognized by many organizations to have significant value in Knowledge Management.
Thinking XML
For the IT Manager, check out ganthead.com for some of the best information on Knowledge Management techniques.
[ganthead.com]
Here is another good resource to find the best techniques in different categories of Knowledge Management.
Inovation and Knowledge Management Techniques
Here is a toolbox of some of the most common techniques.
KM toolbox: inventory of tools and techniques
This is a Power Point slide about Knowledge Management Techniques.
Knowledge Management Techniques
This is an in depth paper on the techniques for Knowledge Management Systems.
Knowledge Modeling Techniques for Developing Knowledge Management Systems
Here is another paper on Knowledge Management techniques.
Use of Knowledge Management Techniques to Improve Network Engineering Capabilities
This is a collection of articles from the Knowledge Management Resource Center.
Knowledge Management Resource Center
This page places more emphasis on Knowledge Acquisition; moving past terminology the descriptions are valuable.
Knowledge Acquisition
For those who want, here is a course available to those with emphasis on Knowledge Management for Law Firms.
Tools and Techniques of Knowledge Management
XML has been recognized by many organizations to have significant value in Knowledge Management.
Thinking XML
For the IT Manager, check out ganthead.com for some of the best information on Knowledge Management techniques.
[ganthead.com]
Here is another good resource to find the best techniques in different categories of Knowledge Management.
Inovation and Knowledge Management Techniques
The Link To Learn & Explore Knowledge Management
Why Knowledge Management Systems Fail?
Why Knowledge Management Systems Fail (Yogesh Malhotra,PhD): http://www.brint.org/kms.pdf
KM FAQ's
CIO KM intro: http://www.cio.com/research/knowledge/edit/kmabcs.html
Context machines: http://www.contextmachines.com/KM_FAQ.htm
Total KM: http://www.totalkm.com/faq.shtml
KM tutorial: http://www.mbs.umd.edu/is/malavi/icis-97-KMS/index.htm
Warmoes: http://www.warmoes.com/Knowledge_Management/faq.htm
KM introduction
KM primer: management primer.htm|http://www.realisation.com.au/site1/Articles/Knowledge%20management%20primer.htm
KM frameworks: http://editthis.info/km_frameworks/Main_Page
Useful web site: http://www.nelh.nhs.uk/knowledge_management/default.asp
KM map: http://www.tafefrontiers.com.au/docs/KMfieldmap.pdf
KM tutorial: http://www.csis.american.edu/ribiere/english/research/km/kmcourse/index.htm
KM an overview: http://www.knowledgeboard.com/library/km_an_overview.pdf
Pierce EUC Km for beginers: http://www.knowledgeboard.com/cgi-bin/item.cgi?id=1138
Online Book: A Case For Knowledge Management: http://www.kmbook.com/ (See Case Studies in KM at http://www.brint.com/interviews.html)
KM intro from KMRC (good): http://www.kmresource.com/exp_intro.htm
KM fable: http://delarue.net/ivory.pdf
Brint web board: http://www.brint.com/wwwboard/wwwboard.html#see
KM intro from India: http://www.indiainfoline.com/bisc/sskm.html
Skills for KM: http://www.lic.gov.uk/publications/executivesummaries/kmskills.html
Why KM?: http://www.ariadne.ac.uk/issue18/knowledge-mgt/
Benefits & rationale: http://www.insmkt.com/kmwhite.htm�75��76� �135�
Links
KM event calendar from Gurteen: http://www.gurteen.com/gurteen/gurteen.nsf/id/events
KM checklist: http://www.agimo.gov.au/practice/delivery/checklists/knowledge
Darwin's KM guide: http://guide.darwinmag.com/technology/enterprise/knowledge/index.html
ABC of KM: http://www.cio.com/research/knowledge/edit/kmabcs.html
Univ TX KM readings: http://www.ischool.utexas.edu/%7Ei385q-dt/schedule.html
WWW Virtual Library on Knowledge Management: http://km.brint.com/
KM primer: http://www.fis.utoronto.ca/kmi/primer/pintro.htm
KM theory tutorial: http://www.km-forum.org/KMCF-Tutorial.htm
Data Digest's KM overview, Jan 2000: http://www.dqindia.com/jan3100/sandeep.html
Short tutorial: http://www.lakewoodconferences.com/kmwp/contents.html
KM and learning: http://www.vnulearning.com/kmwp/contents.html
eKnowledge's KM introduction: http://www.metainnovation.com/researchcenter/courses/kmconcepts/index.asp
Matt Arnold's paper: http://www.synet.com/knowledge/wp-knowledge-mgmt.htm
CIO June 2000:
KM intro: http://courses.washington.edu/%7Ehs590a/modules/38/know38b.html
Knowledge Management and Communities of Practice: http://www-users.cs.york.ac.uk/%7Ekimble/teaching/hi-2/topic_8.html
Brint's compilation of KM definitions: http://www.brint.com/km/kmdefs.htm
Sveiby's introduction: http://www.co-i-l.com/coil/knowledge-garden/kd/whatiskm.shtml
KM Overview Mahadik, 1999: http://www.indiainfoline.com/bisc/kmgt.html
State of the KM art, October 1999: http://infoweb.magi.com/%7Egodbout/Kbase/td99103.html
**Japanese vs. Western KM: http://www.sveiby.com.au/LessonsJapan.htm
Brint KM portal: http://www.brint.com/km/
Why Knowledge Management Systems Fail (Yogesh Malhotra,PhD): http://www.brint.org/kms.pdf
KM FAQ's
CIO KM intro: http://www.cio.com/research/knowledge/edit/kmabcs.html
Context machines: http://www.contextmachines.com/KM_FAQ.htm
Total KM: http://www.totalkm.com/faq.shtml
KM tutorial: http://www.mbs.umd.edu/is/malavi/icis-97-KMS/index.htm
Warmoes: http://www.warmoes.com/Knowledge_Management/faq.htm
KM introduction
KM primer: management primer.htm|http://www.realisation.com.au/site1/Articles/Knowledge%20management%20primer.htm
KM frameworks: http://editthis.info/km_frameworks/Main_Page
Useful web site: http://www.nelh.nhs.uk/knowledge_management/default.asp
KM map: http://www.tafefrontiers.com.au/docs/KMfieldmap.pdf
KM tutorial: http://www.csis.american.edu/ribiere/english/research/km/kmcourse/index.htm
KM an overview: http://www.knowledgeboard.com/library/km_an_overview.pdf
Pierce EUC Km for beginers: http://www.knowledgeboard.com/cgi-bin/item.cgi?id=1138
Online Book: A Case For Knowledge Management: http://www.kmbook.com/ (See Case Studies in KM at http://www.brint.com/interviews.html)
KM intro from KMRC (good): http://www.kmresource.com/exp_intro.htm
KM fable: http://delarue.net/ivory.pdf
Brint web board: http://www.brint.com/wwwboard/wwwboard.html#see
KM intro from India: http://www.indiainfoline.com/bisc/sskm.html
Skills for KM: http://www.lic.gov.uk/publications/executivesummaries/kmskills.html
Why KM?: http://www.ariadne.ac.uk/issue18/knowledge-mgt/
Benefits & rationale: http://www.insmkt.com/kmwhite.htm�75��76� �135�
Links
KM event calendar from Gurteen: http://www.gurteen.com/gurteen/gurteen.nsf/id/events
KM checklist: http://www.agimo.gov.au/practice/delivery/checklists/knowledge
Darwin's KM guide: http://guide.darwinmag.com/technology/enterprise/knowledge/index.html
ABC of KM: http://www.cio.com/research/knowledge/edit/kmabcs.html
Univ TX KM readings: http://www.ischool.utexas.edu/%7Ei385q-dt/schedule.html
WWW Virtual Library on Knowledge Management: http://km.brint.com/
KM primer: http://www.fis.utoronto.ca/kmi/primer/pintro.htm
KM theory tutorial: http://www.km-forum.org/KMCF-Tutorial.htm
Data Digest's KM overview, Jan 2000: http://www.dqindia.com/jan3100/sandeep.html
Short tutorial: http://www.lakewoodconferences.com/kmwp/contents.html
KM and learning: http://www.vnulearning.com/kmwp/contents.html
eKnowledge's KM introduction: http://www.metainnovation.com/researchcenter/courses/kmconcepts/index.asp
Matt Arnold's paper: http://www.synet.com/knowledge/wp-knowledge-mgmt.htm
CIO June 2000:
KM intro: http://courses.washington.edu/%7Ehs590a/modules/38/know38b.html
Knowledge Management and Communities of Practice: http://www-users.cs.york.ac.uk/%7Ekimble/teaching/hi-2/topic_8.html
Brint's compilation of KM definitions: http://www.brint.com/km/kmdefs.htm
Sveiby's introduction: http://www.co-i-l.com/coil/knowledge-garden/kd/whatiskm.shtml
KM Overview Mahadik, 1999: http://www.indiainfoline.com/bisc/kmgt.html
State of the KM art, October 1999: http://infoweb.magi.com/%7Egodbout/Kbase/td99103.html
**Japanese vs. Western KM: http://www.sveiby.com.au/LessonsJapan.htm
Brint KM portal: http://www.brint.com/km/
Why Knowledge Management
Long before Knowledge Management became a term du jour, the industrialist giant, Andrew Carnegie, said, “The only irreplaceable capital an organization possesses is the knowledge and ability of its people. The productivity of that capital depends on how effectively people share their competence with those who can use it.” The author of modern management, Peter Drucker, wrote, “The basic economic resource—the means of production—is no longer capital, nor natural resources, nor labor. It is and will be knowledge.” Even the genius of Charles Darwin makes the point, “It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.” In this age, the only constant is change. Beside the well known changes in technology, there are continuing changes politically, socially, and economically. The ability of an organization to stay current and stay relevant requires a core competence in Knowledge Management.
Knowledge Management can transform your organization to new levels of effectiveness, efficiency, and scope of operation. Through advancements in technology, data and information are readily available. The modern business manager is able to discover and learn new measures, new technologies, and new opportunities, but this requires the ability to gather information in usable formats and disseminate knowledge to achieve the organization’s objectives.
Knowledge Management is continually discovering what an organization knows—codifying tacit knowledge, Data Mining, and Business Intelligence; continually increasing what the organization knows—organizational learning and communities of practice, and continually organizing and disseminating explicit knowledge for use throughout the organization.
Knowledge Management can transform your organization to new levels of effectiveness, efficiency, and scope of operation. Through advancements in technology, data and information are readily available. The modern business manager is able to discover and learn new measures, new technologies, and new opportunities, but this requires the ability to gather information in usable formats and disseminate knowledge to achieve the organization’s objectives.
Knowledge Management is continually discovering what an organization knows—codifying tacit knowledge, Data Mining, and Business Intelligence; continually increasing what the organization knows—organizational learning and communities of practice, and continually organizing and disseminating explicit knowledge for use throughout the organization.
Knowledge Management System
Knowledge Management System (KM System) refers to a (generally IT based) system for managing knowledge in organizations, supporting creation, capture, storage and dissemination of information. It can comprise a part (neither necessary or sufficient) of a Knowledge Management initiative.
The idea of a KM system is to enable employees to have ready access to the organization's based documented of facts, sources of information, and solutions. For example, an engineer could know the metallurgical composition of an alloy that reduces sound in gear systems. Sharing this information organization wide can lead to more effective engine design and it could also lead to ideas for new or improved equipment.
A KM system could be any of the following:
Document based i.e. any technology that permits creation/management/sharing of formatted documents such as Lotus Notes, web, distributed databases etc.
Ontology based: these are similar to document technologies in the sense that a system of terminologies (i.e. ontology) are used to summarize the document e.g. Author, Subj, Organization etc. as in DAML & other XML based ontologies
Based on AI technologies which use a customized representation scheme to represent the problem domain.
Provide network maps of the organisation showing the flow of communication between entities and individuals
Increasingly social computing tools are being deployed to provide a more organic approach to creation of a KM system.
Benefits of KM Systems
Some of the advantages claimed for KM systems are:
- Sharing of valuable organizational information.
- Can avoid re-inventing the wheel, reducing redundant work.
- May reduce training time for new employees
- Retention of Intellectual Property after the employee leaves if such knowledge can be codified.
This article was originally based on material from the Free On-line Dictionary of Computing, which is licensed under the GFDL.
- http://www.management.com.ua/strategy/str109.html
- Rosner, D.., Grote, B., Hartman, K, Hofling, B, Guericke, O. (1998) From natural language documents to sharable product knowledge: a knowledge engineering approach. in Borghoff Uwe M., and Pareschi, Remo (Eds.). Information technology for knowledge management. Springer Verlag, pp 35-51.
- Langton, N & Robbins, S. (2006). Organizational Behaviour (Fourth Canadian Edition). Toronto, Ontario: Pearson Prentice Hall.
- Maier, R (2007): Knowledge Management Systems: Information And Communication Technologies for Knowledge Management. 3rd edition, Berlin: Springer.
- Rhetorical Structure Theory (assumed from the reference of RST Theory above) http://acl.ldc.upenn.edu/W/W01/W01-1605.pdf
- The RST site at http://www.sfu.ca/rst/ run by Bill Mann
The idea of a KM system is to enable employees to have ready access to the organization's based documented of facts, sources of information, and solutions. For example, an engineer could know the metallurgical composition of an alloy that reduces sound in gear systems. Sharing this information organization wide can lead to more effective engine design and it could also lead to ideas for new or improved equipment.
A KM system could be any of the following:
Document based i.e. any technology that permits creation/management/sharing of formatted documents such as Lotus Notes, web, distributed databases etc.
Ontology based: these are similar to document technologies in the sense that a system of terminologies (i.e. ontology) are used to summarize the document e.g. Author, Subj, Organization etc. as in DAML & other XML based ontologies
Based on AI technologies which use a customized representation scheme to represent the problem domain.
Provide network maps of the organisation showing the flow of communication between entities and individuals
Increasingly social computing tools are being deployed to provide a more organic approach to creation of a KM system.
Benefits of KM Systems
Some of the advantages claimed for KM systems are:
- Sharing of valuable organizational information.
- Can avoid re-inventing the wheel, reducing redundant work.
- May reduce training time for new employees
- Retention of Intellectual Property after the employee leaves if such knowledge can be codified.
This article was originally based on material from the Free On-line Dictionary of Computing, which is licensed under the GFDL.
- http://www.management.com.ua/strategy/str109.html
- Rosner, D.., Grote, B., Hartman, K, Hofling, B, Guericke, O. (1998) From natural language documents to sharable product knowledge: a knowledge engineering approach. in Borghoff Uwe M., and Pareschi, Remo (Eds.). Information technology for knowledge management. Springer Verlag, pp 35-51.
- Langton, N & Robbins, S. (2006). Organizational Behaviour (Fourth Canadian Edition). Toronto, Ontario: Pearson Prentice Hall.
- Maier, R (2007): Knowledge Management Systems: Information And Communication Technologies for Knowledge Management. 3rd edition, Berlin: Springer.
- Rhetorical Structure Theory (assumed from the reference of RST Theory above) http://acl.ldc.upenn.edu/W/W01/W01-1605.pdf
- The RST site at http://www.sfu.ca/rst/ run by Bill Mann
Training & Learning Bank Niaga
Background
As stated in corporate philosophy, Bank Niaga has a strong commitment to continuously develop employee's potential and competency as optimal as it could, through variety of training, learning and development program. Each program that is designed, developed and delivered to employees is a media which is used by Bank Niaga to improve employee's quality so they can play significant role in a competitive banking industry.
There are 2 main sources which are considered as the focuses of training and learning activities, such as:
- Improving Intellectual Capital in achieving Bank Niaga's competitive advantage
- Developing a learning organization
Learning Principles
These are 3 existing learning principles:
- All employees are responsible to learn continuously either for self-development or corporate purposes.
- Optimum resource allocation to support employee development.
- Creativity and innovation can be developed through conducive learning atmosphere.
Bank Niaga's commitment includes:
- Establishing an organization unit that responsible in organizing learning and training of Bank Niaga's employees which consist of professional &qualified employee with reliable competency.
- Establishing learning and training committee which consist of Director, Senior Executive, and Officer to ensure the accomplishment of Bank Niaga's vision and mission in developing human resources that is professional, competence and dedicated through learning and training activities.
Bank Niaga's Training and Learning Program
Bank Niaga's training and learning program are divided into two main categories;
1. Learning Core Program
Contains Bank Niaga's main program which is become the outline and reference of Bank Niaga's learning and training program.
2. Additional Learning Program Contain programs that is not included in main program but required to complete the main program.
Training and Learning Evaluation's
Evaluation's approach that is used is to evaluate each program is conducted by using 5 evaluation level that is set according to its purposes. Evaluation result on particular level can have an affect on higher level. Nevertheless, to determine a result of an evaluation, it need also to consider to other factors that can have an effect on training and learning result which are not always controllable.
The 5 steps of evaluation that begins from the lowest until the highest are:
Level 1 : Evaluasi Reaksi (Reaction).
Level 2 : Evaluasi Belajar (Learning).
Level 3 : Evaluasi Tingkah Laku (Behavior).
Level 4 : Evaluasi Hasil (Results).
Level 5 : Evaluasi Return On Training Investment (ROTI).
EXECUTIVE LEARNING PROGRAM
Executive Learning Program is a learning program for Bank Niaga's junior officer candidates. This program is designed and organized by Bank Niaga to fulfill the needs of junior officer according to required qualification & competency.
Type's of Program
Bank Niaga's Executive Learning Program consists of 2 types:
- Executive Learning Program
Program for participant outside Bank Niaga and candidates are being selected according to Bank Niaga's standards.
- Special Learning Program
Program for participant inside Bank Niaga and candidates is from clerical level that have been going through selection process according to Bank Niaga's standards and considered has meet the qualification as Junior Officer Bank Niaga.
Subject provided in this program covers:
- Professional Development
- Introduction to Banking
- Basic Accounting
- Introduction to Technology Information
- Treasury
- Risk Management & Audit Control
- Operation & Service
- Operation & Administration
- Export Import
- Credit Marketing
CERTIFICATION PROGRAM
Objective of this program is to validate employee ability on specific knowledge or skills. Certificate that is given to employee on specific programs shows that the employee has all the ability, knowledge & skills required based on their participation & evaluation on the program.
KNOWLEDGE MANAGEMENT
Knowledge Management is method to manage variety of knowledge & process that can affect Bank Niaga's competitiveness. This method is expected to capture and utilize variety of knowledge from employees and then develop it in such a way so that it can be exploited creatively and added value for every task that the corporate needs to beaccomplish. Knowledge is a combination between data and information, including some expert opinions, skills and experience, which eventually can be used in decision making process. Knowledge itself can be explicit or tacit and individual or collective.
Implementation
Knowledge management activities in Bank Niaga can be done in a various forms, such as:
- Centralizing knowledge that is required to support Intellectual Capital at Bank Niaga. This centralization means storing all knowledge required for all employees.
- Developing programs to share the important knowledge for employee. This can be done directly through various kinds of media.
- Managing information, especially in electronic format to enable a faster & more accurate knowledge distribution.
- Collecting knowledge concerning stakeholder, customers, to provide support in decision making process in every sector to achieve corporate goals.
- Conducting an evaluation of individual's and organization capability for optimal knowledge management.
MANAGEMENT FORUM PROGRAM
To expand employee insight, knowledge and innovation, besides strengthening learning culture in organization, Bank Niaga is organizing another type of learning activities which is called Management Forum Program.
Types of Program
Program's type including:
Book Review
Leadership Session
Management Update
ON THE JOB TRAINING PROGRAM
On The Job Training Program is a learning and development program which is conducted through learning activity in a working unit where employees is assigned to learn activities in that particular working unit. The goal of this program is not only for increasing knowledge or skills that's required not only by employees' job & responsibility but also to prepare the employees to take higher level of job & responsibility.
MORNING BRIEFING
Morning briefing is a learning program conducted in the morning time before working hours in such a short time that has purposes is to remind the employees about certain knowledge or skills concerning their job.
REFRESHING COURSE
Refreshing course is a one of a learning program to remind or refresh employee's abilities on certain knowledge or skills concerning their job as an employee.
As stated in corporate philosophy, Bank Niaga has a strong commitment to continuously develop employee's potential and competency as optimal as it could, through variety of training, learning and development program. Each program that is designed, developed and delivered to employees is a media which is used by Bank Niaga to improve employee's quality so they can play significant role in a competitive banking industry.
There are 2 main sources which are considered as the focuses of training and learning activities, such as:
- Improving Intellectual Capital in achieving Bank Niaga's competitive advantage
- Developing a learning organization
Learning Principles
These are 3 existing learning principles:
- All employees are responsible to learn continuously either for self-development or corporate purposes.
- Optimum resource allocation to support employee development.
- Creativity and innovation can be developed through conducive learning atmosphere.
Bank Niaga's commitment includes:
- Establishing an organization unit that responsible in organizing learning and training of Bank Niaga's employees which consist of professional &qualified employee with reliable competency.
- Establishing learning and training committee which consist of Director, Senior Executive, and Officer to ensure the accomplishment of Bank Niaga's vision and mission in developing human resources that is professional, competence and dedicated through learning and training activities.
Bank Niaga's Training and Learning Program
Bank Niaga's training and learning program are divided into two main categories;
1. Learning Core Program
Contains Bank Niaga's main program which is become the outline and reference of Bank Niaga's learning and training program.
2. Additional Learning Program Contain programs that is not included in main program but required to complete the main program.
Training and Learning Evaluation's
Evaluation's approach that is used is to evaluate each program is conducted by using 5 evaluation level that is set according to its purposes. Evaluation result on particular level can have an affect on higher level. Nevertheless, to determine a result of an evaluation, it need also to consider to other factors that can have an effect on training and learning result which are not always controllable.
The 5 steps of evaluation that begins from the lowest until the highest are:
Level 1 : Evaluasi Reaksi (Reaction).
Level 2 : Evaluasi Belajar (Learning).
Level 3 : Evaluasi Tingkah Laku (Behavior).
Level 4 : Evaluasi Hasil (Results).
Level 5 : Evaluasi Return On Training Investment (ROTI).
EXECUTIVE LEARNING PROGRAM
Executive Learning Program is a learning program for Bank Niaga's junior officer candidates. This program is designed and organized by Bank Niaga to fulfill the needs of junior officer according to required qualification & competency.
Type's of Program
Bank Niaga's Executive Learning Program consists of 2 types:
- Executive Learning Program
Program for participant outside Bank Niaga and candidates are being selected according to Bank Niaga's standards.
- Special Learning Program
Program for participant inside Bank Niaga and candidates is from clerical level that have been going through selection process according to Bank Niaga's standards and considered has meet the qualification as Junior Officer Bank Niaga.
Subject provided in this program covers:
- Professional Development
- Introduction to Banking
- Basic Accounting
- Introduction to Technology Information
- Treasury
- Risk Management & Audit Control
- Operation & Service
- Operation & Administration
- Export Import
- Credit Marketing
CERTIFICATION PROGRAM
Objective of this program is to validate employee ability on specific knowledge or skills. Certificate that is given to employee on specific programs shows that the employee has all the ability, knowledge & skills required based on their participation & evaluation on the program.
KNOWLEDGE MANAGEMENT
Knowledge Management is method to manage variety of knowledge & process that can affect Bank Niaga's competitiveness. This method is expected to capture and utilize variety of knowledge from employees and then develop it in such a way so that it can be exploited creatively and added value for every task that the corporate needs to beaccomplish. Knowledge is a combination between data and information, including some expert opinions, skills and experience, which eventually can be used in decision making process. Knowledge itself can be explicit or tacit and individual or collective.
Implementation
Knowledge management activities in Bank Niaga can be done in a various forms, such as:
- Centralizing knowledge that is required to support Intellectual Capital at Bank Niaga. This centralization means storing all knowledge required for all employees.
- Developing programs to share the important knowledge for employee. This can be done directly through various kinds of media.
- Managing information, especially in electronic format to enable a faster & more accurate knowledge distribution.
- Collecting knowledge concerning stakeholder, customers, to provide support in decision making process in every sector to achieve corporate goals.
- Conducting an evaluation of individual's and organization capability for optimal knowledge management.
MANAGEMENT FORUM PROGRAM
To expand employee insight, knowledge and innovation, besides strengthening learning culture in organization, Bank Niaga is organizing another type of learning activities which is called Management Forum Program.
Types of Program
Program's type including:
Book Review
Leadership Session
Management Update
ON THE JOB TRAINING PROGRAM
On The Job Training Program is a learning and development program which is conducted through learning activity in a working unit where employees is assigned to learn activities in that particular working unit. The goal of this program is not only for increasing knowledge or skills that's required not only by employees' job & responsibility but also to prepare the employees to take higher level of job & responsibility.
MORNING BRIEFING
Morning briefing is a learning program conducted in the morning time before working hours in such a short time that has purposes is to remind the employees about certain knowledge or skills concerning their job.
REFRESHING COURSE
Refreshing course is a one of a learning program to remind or refresh employee's abilities on certain knowledge or skills concerning their job as an employee.
MAKE Framework
MAKE Framework
After reviewing various knowledge management approaches and models, such as those developed by BP, CREATE, the Knowledge Management Consortium International, Theseus Institute, University of Kentucky and Xerox. Teleos has developed a framework of eight knowledge performance dimensions which are the visible drivers of the knowledge-driven enterprise:
• creating an enterprise knowledge-driven culture.
• developing knowledge workers through senior management leadership.
• delivering knowledge-based products/services/solutions.
• maximizing enterprise intellectual capital.
• creating an environment for collaborative knowledge sharing.
• creating a learning organization.
• delivering value based on customer knowledge.
• transforming enterprise knowledge into shareholder value.
Each of these eight knowledge performance dimensions is made up of dozens of knowledge processes and sub-processes. Taken together, they serve as the ‘engine’ of the knowledge-driven enterprise.
The eight knowledge performance dimensions which form the MAKE framework are found in all world-class enterprises. They are seen as key drivers in creating wealth in knowledge-intensive organizations. Listed below are the major processes which form the foundation of the eight knowledge performance dimensions.
Creating an enterprise knowledge-driven culture
The key drivers of this knowledge performance dimension include:
• Developing and deploying a knowledge-driven enterprise vision and strategy.
• Determining enterprise core competencies (knowledge assets).
• Designing a knowledge-driven enterprise structure and relationships between enterprise units.
• Developing and managing enterprise knowledge values.
• Developing and managing enterprise knowledge behaviors.
• Developing and managing enterprise knowledge systems/processes.
• Creating and managing a knowledge-based human resources strategy.
Developing knowledge workers through senior management leadership
The key drivers of this knowledge performance dimension include:
• Developing and deploying an enterprise management style that encourages the acquisition,
sharing and application of knowledge for enterprise value creation.
• Providing financial and non-financial enterprise support for managing knowledge.
• Encouraging and supporting an enterprise knowledge strategy and approach.
• Developing and training knowledge leaders.
• Recognizing/rewarding knowledge leaders.
Perhaps the key knowledge performance attribute in this knowledge performance dimension is the chief executive officer’s support. This support involves articulating a clear vision for the organization, including how it is going to become and then grow as a knowledge-driven enterprise.
Delivering knowledge-based products/services/solutions
The key drivers of this knowledge performance dimension include:
• Developing and deploying an enterprise knowledge creation and innovation strategy.
• Developing and training the workforce in idea generation and innovation.
• Involving customers and suppliers in the development of knowledge-based goods and services.
• Increasing/expanding enterprise knowledge.
• Managing the transfer of knowledge and ideas to ‘points of action.’
• Recognizing/rewarding innovators.
• Managing the production and/or service of knowledge-based goods and services.
• Measuring value created from knowledge creation and innovation.
Visionary companies create an environment of ‘discomfort’ to stimulate change and improvement –before their customers/clients demand it of them. Best practice innovative organizations display the following characteristics:
• Employees are allowed free time to be creative.
• Functional barriers are removed and ‘silo’ mentalities discouraged.
• Employees are allowed to take risks and to make mistakes.
• Organizations create reward systems which encourage innovation.
• Networks and communities of practice are encouraged.
• Customers are integrated into the creative process – problems are looked at from the customers’ perspective.
• The innovation process is under continuous review and improvement
Maximizing enterprise intellectual capital
The key drivers of this knowledge performance dimension include:
• Developing and deploying an enterprise intellectual capital strategy.
• Developing and training the enterprise workforce in intellectual capital concepts and tools.
• Developing tools and techniques to manage and measure intellectual capital.
• Managing and expanding intellectual capital.
• Protecting knowledge assets.
• Recognizing/rewarding employees for increasing enterprise intellectual capital.
Creating an environment for collaborative knowledge sharing
The key drivers of this knowledge performance dimension include:
• Developing and managing the capture, categorization and use of knowledge.
• Mapping knowledge resources throughout the organization.
• Converting individual tacit into enterprise explicit knowledge.
• Creating systematic mechanisms for sharing existing internal and external knowledge and best practices.
• Providing information technology platforms for knowledge sharing.
• Developing communities of practice.
• Effectiveness in identifying and accessing internal and external expertise.
• Establishing knowledge-based reward and recognition systems.
Creating a learning organization
The key drivers of this knowledge performance dimension include:
• Developing a knowledge-driven enterprise learning strategy.
• Developing collaboration/partnerships for accelerated learning.
• Developing and/or acquiring learning methodologies, tools and techniques.
• Converting individual tacit into enterprise explicit knowledge.
• Developing communities of practice.
• Learning by doing.
• Coaching and mentoring.
• Developing an organizational learning infrastructure, e.g., corporate intranet for the internal and external exchange of learning experiences.
• Moving from individual learning to organizational learning.
Most knowledge enterprises understand that to grow and prosper in the 21st century, they will have to innovate, develop new knowledge and create maximum value for their customers and shareholders. To establish this environment of creativity and innovation, a growing number of firms are transforming themselves into learning organizations.
Delivering value based on customer knowledge
The key drivers of this knowledge performance dimension include:
• Developing and deploying an enterprise knowledge-driven customer value strategy.
• Creating and managing customer value profiles and maps.
• Creating customer value chains.
• Developing and/or acquiring tools and techniques to collect and gain value from customer knowledge.
• Developing and managing customer databases.
• Developing tools and techniques to extract value from customer knowledge.
• Measuring changes in the customer value chain.
The knowledge economy has changed the goal posts in terms of winning customers and retaining their loyalty. It is now possible to market to customers on a global scale and to know more about their needs, wants and desires than ever before. On the other hand, customers are becoming more discerning – they are knowledgeable about what they want, how much they will pay for it, and from whom they will purchase it.
Transforming enterprise knowledge into shareholder value
The key drivers of this knowledge performance dimension include:
• Developing and deploying an enterprise knowledge-driven strategy for increasing shareholder value.
• Mapping and developing knowledge value chains.
• Managing and measuring knowledge value chains.
• Measuring changes in enterprise shareholder value.
• Communicating/reporting on knowledge-based value creation.
Organizations have discovered that this knowledge performance dimension, along with ‘Maximizing the Value of an Enterprise’s Intellectual Capital,’ is the most difficult to manage at a strategic level. The concept of knowledge-based shareholder value is hard to grasp, and tools and techniques are lacking to make it visible within the enterprise as well as to external stakeholders.
Part of the difficulty is that most companies are still operating with industrial age financial and accounting systems. Attempting to measure and manage knowledge processes that create wealth –especially those activities that focus on long-term paybacks – are still beyond the grasp of most organizations.
After reviewing various knowledge management approaches and models, such as those developed by BP, CREATE, the Knowledge Management Consortium International, Theseus Institute, University of Kentucky and Xerox. Teleos has developed a framework of eight knowledge performance dimensions which are the visible drivers of the knowledge-driven enterprise:
• creating an enterprise knowledge-driven culture.
• developing knowledge workers through senior management leadership.
• delivering knowledge-based products/services/solutions.
• maximizing enterprise intellectual capital.
• creating an environment for collaborative knowledge sharing.
• creating a learning organization.
• delivering value based on customer knowledge.
• transforming enterprise knowledge into shareholder value.
Each of these eight knowledge performance dimensions is made up of dozens of knowledge processes and sub-processes. Taken together, they serve as the ‘engine’ of the knowledge-driven enterprise.
The eight knowledge performance dimensions which form the MAKE framework are found in all world-class enterprises. They are seen as key drivers in creating wealth in knowledge-intensive organizations. Listed below are the major processes which form the foundation of the eight knowledge performance dimensions.
Creating an enterprise knowledge-driven culture
The key drivers of this knowledge performance dimension include:
• Developing and deploying a knowledge-driven enterprise vision and strategy.
• Determining enterprise core competencies (knowledge assets).
• Designing a knowledge-driven enterprise structure and relationships between enterprise units.
• Developing and managing enterprise knowledge values.
• Developing and managing enterprise knowledge behaviors.
• Developing and managing enterprise knowledge systems/processes.
• Creating and managing a knowledge-based human resources strategy.
Developing knowledge workers through senior management leadership
The key drivers of this knowledge performance dimension include:
• Developing and deploying an enterprise management style that encourages the acquisition,
sharing and application of knowledge for enterprise value creation.
• Providing financial and non-financial enterprise support for managing knowledge.
• Encouraging and supporting an enterprise knowledge strategy and approach.
• Developing and training knowledge leaders.
• Recognizing/rewarding knowledge leaders.
Perhaps the key knowledge performance attribute in this knowledge performance dimension is the chief executive officer’s support. This support involves articulating a clear vision for the organization, including how it is going to become and then grow as a knowledge-driven enterprise.
Delivering knowledge-based products/services/solutions
The key drivers of this knowledge performance dimension include:
• Developing and deploying an enterprise knowledge creation and innovation strategy.
• Developing and training the workforce in idea generation and innovation.
• Involving customers and suppliers in the development of knowledge-based goods and services.
• Increasing/expanding enterprise knowledge.
• Managing the transfer of knowledge and ideas to ‘points of action.’
• Recognizing/rewarding innovators.
• Managing the production and/or service of knowledge-based goods and services.
• Measuring value created from knowledge creation and innovation.
Visionary companies create an environment of ‘discomfort’ to stimulate change and improvement –before their customers/clients demand it of them. Best practice innovative organizations display the following characteristics:
• Employees are allowed free time to be creative.
• Functional barriers are removed and ‘silo’ mentalities discouraged.
• Employees are allowed to take risks and to make mistakes.
• Organizations create reward systems which encourage innovation.
• Networks and communities of practice are encouraged.
• Customers are integrated into the creative process – problems are looked at from the customers’ perspective.
• The innovation process is under continuous review and improvement
Maximizing enterprise intellectual capital
The key drivers of this knowledge performance dimension include:
• Developing and deploying an enterprise intellectual capital strategy.
• Developing and training the enterprise workforce in intellectual capital concepts and tools.
• Developing tools and techniques to manage and measure intellectual capital.
• Managing and expanding intellectual capital.
• Protecting knowledge assets.
• Recognizing/rewarding employees for increasing enterprise intellectual capital.
Creating an environment for collaborative knowledge sharing
The key drivers of this knowledge performance dimension include:
• Developing and managing the capture, categorization and use of knowledge.
• Mapping knowledge resources throughout the organization.
• Converting individual tacit into enterprise explicit knowledge.
• Creating systematic mechanisms for sharing existing internal and external knowledge and best practices.
• Providing information technology platforms for knowledge sharing.
• Developing communities of practice.
• Effectiveness in identifying and accessing internal and external expertise.
• Establishing knowledge-based reward and recognition systems.
Creating a learning organization
The key drivers of this knowledge performance dimension include:
• Developing a knowledge-driven enterprise learning strategy.
• Developing collaboration/partnerships for accelerated learning.
• Developing and/or acquiring learning methodologies, tools and techniques.
• Converting individual tacit into enterprise explicit knowledge.
• Developing communities of practice.
• Learning by doing.
• Coaching and mentoring.
• Developing an organizational learning infrastructure, e.g., corporate intranet for the internal and external exchange of learning experiences.
• Moving from individual learning to organizational learning.
Most knowledge enterprises understand that to grow and prosper in the 21st century, they will have to innovate, develop new knowledge and create maximum value for their customers and shareholders. To establish this environment of creativity and innovation, a growing number of firms are transforming themselves into learning organizations.
Delivering value based on customer knowledge
The key drivers of this knowledge performance dimension include:
• Developing and deploying an enterprise knowledge-driven customer value strategy.
• Creating and managing customer value profiles and maps.
• Creating customer value chains.
• Developing and/or acquiring tools and techniques to collect and gain value from customer knowledge.
• Developing and managing customer databases.
• Developing tools and techniques to extract value from customer knowledge.
• Measuring changes in the customer value chain.
The knowledge economy has changed the goal posts in terms of winning customers and retaining their loyalty. It is now possible to market to customers on a global scale and to know more about their needs, wants and desires than ever before. On the other hand, customers are becoming more discerning – they are knowledgeable about what they want, how much they will pay for it, and from whom they will purchase it.
Transforming enterprise knowledge into shareholder value
The key drivers of this knowledge performance dimension include:
• Developing and deploying an enterprise knowledge-driven strategy for increasing shareholder value.
• Mapping and developing knowledge value chains.
• Managing and measuring knowledge value chains.
• Measuring changes in enterprise shareholder value.
• Communicating/reporting on knowledge-based value creation.
Organizations have discovered that this knowledge performance dimension, along with ‘Maximizing the Value of an Enterprise’s Intellectual Capital,’ is the most difficult to manage at a strategic level. The concept of knowledge-based shareholder value is hard to grasp, and tools and techniques are lacking to make it visible within the enterprise as well as to external stakeholders.
Part of the difficulty is that most companies are still operating with industrial age financial and accounting systems. Attempting to measure and manage knowledge processes that create wealth –especially those activities that focus on long-term paybacks – are still beyond the grasp of most organizations.
MAKE Metodhology
MAKE Methodology
The Most Admired Knowledge Enterprises (MAKE) research program is based upon the Delphi research methodology which was developed in the 1950s by the Rand Corporation as a long-range forecasting tool. When using the Delphi research methodology, a panel of experts is asked a series of specific questions over several rounds.
After each round of responses, individual opinions are shared, allowing each panel member to see what the other experts think. Discovering other experts’ opinions helps to reinforce those in agreement, and to influence those who did not initially agree to possibly consider other factors. In the next round, the experts revise their estimates. The process is then repeated, usually for no more than three or four rounds.
The Delphi method promotes unbiased exchanges of ideas and discussion and usually results in a convergence of opinion. It is one of the best approaches to forecasting long-range trends and opinion.
The goal of the MAKE research is obtain a consensus of expert opinion regarding which organizations are leaders in long-term wealth creation based on transforming enterprise knowledge into superior processes/products/services/solutions.
Dunamis Organization Services, working in partnership with Teleos, has undertaken to conduct the Indonesian MAKE research. Dunamis is an Indonesian professional services firm incorporated in 1991. It is dedicated to helping its client achieve superior sustainable results. To achieve its mission, Dunamis provides assessment, consultancy and training in three major areas, namely: leadership development, organizational alignment and knowledge management.
In January 2005, Dunamis launched the inaugural Indonesian MAKE study with a public briefing to 74 people, representing 50 Indonesian-based companies. After the briefing and a question and answer session, these representatives were requested to nominate companies which they thought were eligible for the Indonesian MAKE study.
Round 1
The first round was the nomination stage. A total of 49 companies / organizations were nominated (see Appendix 3).
Round 2
A number of organizations declined to participate due to a variety of reasons (e.g., participating in another award process, not ready to participate, considering participation next year, etc.). A total of 15 organizations agreed to participate in the study:
ACC
Adira Finance
Anugrah Argon Medica
Asuransi Astra Buana
Bank Danamon
Bank Indonesia
Bank Niaga
Essilor Indonesia Excelcomindo Pratama
Garuda Indonesia
Lowe Indonesia
Medco E&P Indonesia
Medco Methanol Bunyu
Otsuka Indonesia
Unilever Indonesia
These 15 organizations were requested to prepare a Company Knowledge Profile, supported by evidence. Each company or organization had to receive recommendations from at least 50% of the 2005 Indonesian MAKE panelists to become a Finalist. Based on the Company Knowledge Profile and supporting evidence, 12 companies were recognized as Finalists (see Appendix 4).
Third Round
In the third and final round, the expert panel members rated the Finalists against each of the eight knowledge performance dimensions which form the MAKE framework. Before a decision was reached on the Indonesian MAKE Winners, the data was checked. An independent panel gathered to witness the verification results. Members of the independent panel were instructed not to change the aggregate scores. However, any discrepancies between data submitted as evidence and the actual situations of the Finalists resulted in the ‘demerit’ of the scores.
Dunamis Organization Services
Jl. Bendungan Jatiluhur no. 56, Jakarta 10210, Indonesia
Tel.: +6221 5720761
Fax: +6221 5720762
Teleos
4 St. George’s Road, Bedford MK40 2LS, United Kingdom
Tel: +44 1234 314197
Fax: +44 1234 308824
E-mail: info@knowledgebusiness.com
Website: http://www.knowledgebusiness.com
The Most Admired Knowledge Enterprises (MAKE) research program is based upon the Delphi research methodology which was developed in the 1950s by the Rand Corporation as a long-range forecasting tool. When using the Delphi research methodology, a panel of experts is asked a series of specific questions over several rounds.
After each round of responses, individual opinions are shared, allowing each panel member to see what the other experts think. Discovering other experts’ opinions helps to reinforce those in agreement, and to influence those who did not initially agree to possibly consider other factors. In the next round, the experts revise their estimates. The process is then repeated, usually for no more than three or four rounds.
The Delphi method promotes unbiased exchanges of ideas and discussion and usually results in a convergence of opinion. It is one of the best approaches to forecasting long-range trends and opinion.
The goal of the MAKE research is obtain a consensus of expert opinion regarding which organizations are leaders in long-term wealth creation based on transforming enterprise knowledge into superior processes/products/services/solutions.
Dunamis Organization Services, working in partnership with Teleos, has undertaken to conduct the Indonesian MAKE research. Dunamis is an Indonesian professional services firm incorporated in 1991. It is dedicated to helping its client achieve superior sustainable results. To achieve its mission, Dunamis provides assessment, consultancy and training in three major areas, namely: leadership development, organizational alignment and knowledge management.
In January 2005, Dunamis launched the inaugural Indonesian MAKE study with a public briefing to 74 people, representing 50 Indonesian-based companies. After the briefing and a question and answer session, these representatives were requested to nominate companies which they thought were eligible for the Indonesian MAKE study.
Round 1
The first round was the nomination stage. A total of 49 companies / organizations were nominated (see Appendix 3).
Round 2
A number of organizations declined to participate due to a variety of reasons (e.g., participating in another award process, not ready to participate, considering participation next year, etc.). A total of 15 organizations agreed to participate in the study:
ACC
Adira Finance
Anugrah Argon Medica
Asuransi Astra Buana
Bank Danamon
Bank Indonesia
Bank Niaga
Essilor Indonesia Excelcomindo Pratama
Garuda Indonesia
Lowe Indonesia
Medco E&P Indonesia
Medco Methanol Bunyu
Otsuka Indonesia
Unilever Indonesia
These 15 organizations were requested to prepare a Company Knowledge Profile, supported by evidence. Each company or organization had to receive recommendations from at least 50% of the 2005 Indonesian MAKE panelists to become a Finalist. Based on the Company Knowledge Profile and supporting evidence, 12 companies were recognized as Finalists (see Appendix 4).
Third Round
In the third and final round, the expert panel members rated the Finalists against each of the eight knowledge performance dimensions which form the MAKE framework. Before a decision was reached on the Indonesian MAKE Winners, the data was checked. An independent panel gathered to witness the verification results. Members of the independent panel were instructed not to change the aggregate scores. However, any discrepancies between data submitted as evidence and the actual situations of the Finalists resulted in the ‘demerit’ of the scores.
Dunamis Organization Services
Jl. Bendungan Jatiluhur no. 56, Jakarta 10210, Indonesia
Tel.: +6221 5720761
Fax: +6221 5720762
Teleos
4 St. George’s Road, Bedford MK40 2LS, United Kingdom
Tel: +44 1234 314197
Fax: +44 1234 308824
E-mail: info@knowledgebusiness.com
Website: http://www.knowledgebusiness.com
Hubungan Antara Knowledge Management Dengan Kinerja Inovasi
Proses inovasi banyak bergantung pada pengetahuan,terutama pengetahuan karena merepresentasikan suatu bidang jauh lebih dalam daripada data,informasi,dan logika konvensional.Oleh karenanya pengetahuan kekuatan terletak pada subjektivitasnya yang mendasari nilai dan asumsi yang menjadi pondasi bagi proses pembelajaran.Dari pemahaman ini dapat dikatakan bahwa pengetahuan manajemen serta sumber daya manusia merupakan menjalankan elemen penting dalam setiap bisnis.
Banyak organisasi tidak konsisten dalam pendekatannya kepada KM,hal ini terjadi karena banyak dipengaruhi dan didominasi oleh teknologi informasi.KM mendukung kinerja inovasi pendekatan jika simultan dari R&D yang lembut dan keras praktik-praktik TI diimplementasikan secara bersama-sama secara sinergi.KM berkembang menjadi bidang kajian tersendiri dalam studi organisasi dan berperan signifikan dalam membangun keunggulan kompetitif.KM memberi perhatian pada formalisasi kepada pengalaman,pengetahuan,dan keahlian guna menciptakan kemampuan baru,mendukung kinerja unggul,mendorong inovasi,dan meningkatkan nilai pelanggan.Dari berbagai pendekatan KM menunjukan adanya perluasan belajar dari organisasi bisnis dan sistem informasi dan dua pendekatan ini dipengaruhi oleh paradigma TI dan paradigma humanis.
Pengetahuan memiliki arti labih luas dibanding teknologi dimana teknologi merupakan salah satu jenis pengetahuan.Sebagian besar inovasi dewasa ini lebih merupakan sintesa dari badan pengetahuan yang ada dari pada terobosan teknologi.Karena itu dalam literatur tentang penggunaan inovasi lebih dominan dibanding pengetahuan teknologi.Inovasi berkaitan dengan pengetahuan yang dapat digunakan untuk menciptakan produk atau proses dan layanan baru guna meningkatkan keunggulan kompetitif pelanggan dan memenuhi kebutuhan yang selalu berubah.Dalam format ideal inovasi memiliki kapasitas meningkatkan kinerja,menyelesaikan persoalan menambah nilai.Hubungan antara inovasi,teknologi informasi,kinerja inovasi mamiliki hubungan non linear dengan kinerja perusahaan.
Banyak organisasi tidak konsisten dalam pendekatannya kepada KM,hal ini terjadi karena banyak dipengaruhi dan didominasi oleh teknologi informasi.KM mendukung kinerja inovasi pendekatan jika simultan dari R&D yang lembut dan keras praktik-praktik TI diimplementasikan secara bersama-sama secara sinergi.KM berkembang menjadi bidang kajian tersendiri dalam studi organisasi dan berperan signifikan dalam membangun keunggulan kompetitif.KM memberi perhatian pada formalisasi kepada pengalaman,pengetahuan,dan keahlian guna menciptakan kemampuan baru,mendukung kinerja unggul,mendorong inovasi,dan meningkatkan nilai pelanggan.Dari berbagai pendekatan KM menunjukan adanya perluasan belajar dari organisasi bisnis dan sistem informasi dan dua pendekatan ini dipengaruhi oleh paradigma TI dan paradigma humanis.
Pengetahuan memiliki arti labih luas dibanding teknologi dimana teknologi merupakan salah satu jenis pengetahuan.Sebagian besar inovasi dewasa ini lebih merupakan sintesa dari badan pengetahuan yang ada dari pada terobosan teknologi.Karena itu dalam literatur tentang penggunaan inovasi lebih dominan dibanding pengetahuan teknologi.Inovasi berkaitan dengan pengetahuan yang dapat digunakan untuk menciptakan produk atau proses dan layanan baru guna meningkatkan keunggulan kompetitif pelanggan dan memenuhi kebutuhan yang selalu berubah.Dalam format ideal inovasi memiliki kapasitas meningkatkan kinerja,menyelesaikan persoalan menambah nilai.Hubungan antara inovasi,teknologi informasi,kinerja inovasi mamiliki hubungan non linear dengan kinerja perusahaan.
Dua Puluh Lima (25) Organisasi Finalis 2010 INDONESIAN MOST ADMIRED KNOWLEDGE ENTERPRISE (MAKE) Study
Tahap seleksi 2010 Indonesian Most Admired Knowledge Enterprise (MAKE) Study yang dilakukan oleh Dunamis Consulting resmi berakhir sudah. Dari 85 nominees yang telah terpilih, sebanyak 37 organisasi masuk dalam daftar pilihan para panelis. Dari 37 organisasi itu, sebanyak 25 organisasi dipilih dari 23 panelis sehingga terpilih sebagai finalis 2010 Indonesian MAKE Study - studi tentang organisasi berbasis pengetahuan yang paling dikagumi di Indonesia. Ke-25 perusahaan tersebut (berdasarkan abjad) adalah:
1 Adira Multi Dinamika Finance Tbk.
2 Aplikanusa Lintasarta
3 Astra International Tbk.
4 Bank Mandiri Tbk.
5 Bina Nusantara University
6 Blue Bird (Divisi Transportasi)
7 Chevron Pacific Indonesia
8 CIMB Niaga
9 Ericsson Indonesia
10 Federal International Finance
11 GarudaFood Putra Putri Jaya
12 Garuda Indonesia
13 HM Sampoerna Tbk.
14 Holcim Indonesia Tbk.
15 Medco Energi International Tbk.
16 Perusahaan Listrik Negara
17 Smart Tbk.
18 Sucofindo
19 Surveyor Indonesia
20 Telkom Indonesia
21 Telkomsel
22 Toyota Astra Motor
23 Unilever Indonesia Tbk.
24 United Tractors Tbk.
25 XL Axiata
Proses 2010 Indonesian MAKE Study telah dimulai oleh Dunamis Consulting pada bulan Maret 2010 dengan Tahap Nominasi. Setelah melewati Tahap Seleksi, maka para finalis mulai memasuki Tahap Penilaian dimana para finalis diminta untuk menyiapkan bukti-bukti pendukung (evidence) dari kegiatan pengelolaan pengetahuan yang telah mereka laksanakan. Tahap penilaian ini akan dimulai pada bulan Juni 2010.
Rangkaian proses 2010 Indonesian MAKE Study dan hasil lengkap siapa yang terpilih menjadi pemenang 2010 Indonesia MAKE Study dan berhak mewakili Indonesia dalam ajang 2010 Asian MAKE Study akan dilakukan dalam sebuah event bertajuk "KNOWLEDGE FESTIVAL" yang bertema Knowledge "Utilization as a Means to Create Opportunities" pada tanggal 15 Juli 2010.
Berikut adalah agenda untuk KNOWLEDGE FESTIVAL:
08.30 - 09.00 Registration & Morning Refreshments
09.00 - 09.30 Grand Opening & Opening Remarks -- Satyo Fatwan, Chairman 2010 Indonesian MAKE Study
09.30 - 10.00 In the Knowledge Zone: The Future of Knowledge Management -- Henk T. Sengkey, KM Expert
10.00 - 11.00 Enhancing Customer Knowledge -- Tata Consultancy Services, 2009 Asian MAKE Winner
11.00 - 12.00 Integrating Knowledge into Your Work Environment -- Samsung SDS, 2009 Overall Asian MAKE Winner
12.00 - 13.00 Lunch Break
Breakout Session
13.00 Integrated Knowledge Across Cultures & Borders to Create a World - Class Product/Services/Solutions
Binus University - 2009 Indonesian MAKE Winner
CIMB Niaga - 2007 Indonesian MAKE Winner (tbc)
KM : Leading People & Meeting Enterprise Business Objectives
Telekomunikasi Indonesia - 2009 Indonesian MAKE Winner
Medco Energi International - 2009 Indonesian MAKE Winner (tbc)
Knowledge - Based Enterprise: Innovation Technology & Leadership Collaboration
XL Axiata - 2009 Indonesian MAKE Winner (tbc)
Bank Indonesia - 2007 Indonesian MAKE Winner (tbc)
14.15 KM as an Enabler Towards Creativity & Innovation
Taufik Nugroho, Director Federal International Finance - 2009 Indonesian MAKE Winner
Ekuslie Goestiandi, Chief of AMDI, Astra International - 2008 Indonesian & Asian MAKE Winner
The Human Side of KM : Gaining Support & Buy-In for KM Practices & Culture
Tonny Warsono, Director Wijaya Karya (WIKA) - 2006, 2007, 2008 Indonesian MAKE Winner
BCA - 2008 Indonesian MAKE Winner (tbc)
Enhancing KM Increase Business Opportunities
United Tractors - 2009 Indonesian MAKE Winner (tbc)
Bank Danamon - 2009 Indonesian MAKE Winner (tbc)
15.45 - 16.30 Knowledge Talk Show
16.30 - 17.00 2010 Indonesian MAKE Award
17.00 - 17.15 Closing Remark
-------------------oOo---------------------
Untuk informasi lebih lanjut, silahkan menghubungi,
Shirley Wangsanegara (shirley@dunamis.co.id)
Chief Operations Officer - Dunamis Organization Services
Gedung GKBI Suite 503, Jl Jend Sudirman 28 Jakarta, Telp 021-57901420
Jl Bendungan Jatiluhur No 56, Bendungan Hilir, Jakarta
Telp 021-572 0761, Fax 021-572 0762, Hp 0811 980 242
www.dunamis.co.id
dikutip dari http://www.dunamis.co.id/knowledge/details/press/34
1 Adira Multi Dinamika Finance Tbk.
2 Aplikanusa Lintasarta
3 Astra International Tbk.
4 Bank Mandiri Tbk.
5 Bina Nusantara University
6 Blue Bird (Divisi Transportasi)
7 Chevron Pacific Indonesia
8 CIMB Niaga
9 Ericsson Indonesia
10 Federal International Finance
11 GarudaFood Putra Putri Jaya
12 Garuda Indonesia
13 HM Sampoerna Tbk.
14 Holcim Indonesia Tbk.
15 Medco Energi International Tbk.
16 Perusahaan Listrik Negara
17 Smart Tbk.
18 Sucofindo
19 Surveyor Indonesia
20 Telkom Indonesia
21 Telkomsel
22 Toyota Astra Motor
23 Unilever Indonesia Tbk.
24 United Tractors Tbk.
25 XL Axiata
Proses 2010 Indonesian MAKE Study telah dimulai oleh Dunamis Consulting pada bulan Maret 2010 dengan Tahap Nominasi. Setelah melewati Tahap Seleksi, maka para finalis mulai memasuki Tahap Penilaian dimana para finalis diminta untuk menyiapkan bukti-bukti pendukung (evidence) dari kegiatan pengelolaan pengetahuan yang telah mereka laksanakan. Tahap penilaian ini akan dimulai pada bulan Juni 2010.
Rangkaian proses 2010 Indonesian MAKE Study dan hasil lengkap siapa yang terpilih menjadi pemenang 2010 Indonesia MAKE Study dan berhak mewakili Indonesia dalam ajang 2010 Asian MAKE Study akan dilakukan dalam sebuah event bertajuk "KNOWLEDGE FESTIVAL" yang bertema Knowledge "Utilization as a Means to Create Opportunities" pada tanggal 15 Juli 2010.
Berikut adalah agenda untuk KNOWLEDGE FESTIVAL:
08.30 - 09.00 Registration & Morning Refreshments
09.00 - 09.30 Grand Opening & Opening Remarks -- Satyo Fatwan, Chairman 2010 Indonesian MAKE Study
09.30 - 10.00 In the Knowledge Zone: The Future of Knowledge Management -- Henk T. Sengkey, KM Expert
10.00 - 11.00 Enhancing Customer Knowledge -- Tata Consultancy Services, 2009 Asian MAKE Winner
11.00 - 12.00 Integrating Knowledge into Your Work Environment -- Samsung SDS, 2009 Overall Asian MAKE Winner
12.00 - 13.00 Lunch Break
Breakout Session
13.00 Integrated Knowledge Across Cultures & Borders to Create a World - Class Product/Services/Solutions
Binus University - 2009 Indonesian MAKE Winner
CIMB Niaga - 2007 Indonesian MAKE Winner (tbc)
KM : Leading People & Meeting Enterprise Business Objectives
Telekomunikasi Indonesia - 2009 Indonesian MAKE Winner
Medco Energi International - 2009 Indonesian MAKE Winner (tbc)
Knowledge - Based Enterprise: Innovation Technology & Leadership Collaboration
XL Axiata - 2009 Indonesian MAKE Winner (tbc)
Bank Indonesia - 2007 Indonesian MAKE Winner (tbc)
14.15 KM as an Enabler Towards Creativity & Innovation
Taufik Nugroho, Director Federal International Finance - 2009 Indonesian MAKE Winner
Ekuslie Goestiandi, Chief of AMDI, Astra International - 2008 Indonesian & Asian MAKE Winner
The Human Side of KM : Gaining Support & Buy-In for KM Practices & Culture
Tonny Warsono, Director Wijaya Karya (WIKA) - 2006, 2007, 2008 Indonesian MAKE Winner
BCA - 2008 Indonesian MAKE Winner (tbc)
Enhancing KM Increase Business Opportunities
United Tractors - 2009 Indonesian MAKE Winner (tbc)
Bank Danamon - 2009 Indonesian MAKE Winner (tbc)
15.45 - 16.30 Knowledge Talk Show
16.30 - 17.00 2010 Indonesian MAKE Award
17.00 - 17.15 Closing Remark
-------------------oOo---------------------
Untuk informasi lebih lanjut, silahkan menghubungi,
Shirley Wangsanegara (shirley@dunamis.co.id)
Chief Operations Officer - Dunamis Organization Services
Gedung GKBI Suite 503, Jl Jend Sudirman 28 Jakarta, Telp 021-57901420
Jl Bendungan Jatiluhur No 56, Bendungan Hilir, Jakarta
Telp 021-572 0761, Fax 021-572 0762, Hp 0811 980 242
www.dunamis.co.id
dikutip dari http://www.dunamis.co.id/knowledge/details/press/34
Resensi Buku: MAKE (Most Admired Knowledge Enterprise) Indonesian Study and Lessons Learned
Dalam beberapa tahun terakhir, knowledge management menjadi salah isu penting dalam perjalanan sebuah organisasi untuk mengoptimalkan seluruh potensi dan sumber daya yang mereka miliki. Dan itulah yang mendorong beberapa pihak untuk membuat beragam kriteria mengenai organisasi yang pantas diakui sebagai knowledge enterprise.
Buku ini tidak hanya menuturkan kriteria apa saja yang perlu diperhatikan oleh organisasi, bagaimana mengimplementasikan knowledge management dalam industri yang berbeda, bagaimanan mengoptimalkan sumber daya yang sudah ada sehingga muncullah para knowledge workers yang akan meningkatkan daya saing dan dan daya hidup organisasi, dll.
Dari sekian banyak organisasi yang menerapkan hal itu, muncullah beberapa organisasi yang dengan sangat bagus mampu memetik hasil dan manfaat yang luar biasa dari penerapan knowledge management.
Buku ini memuat contoh-contoh perusahaan yang telah dan berhasil menerapkan knowledge management dalam berbagai bidang, sehingga kita bisa belajar dari mereka, para pemenang.
Sebagai lembaga otoritas yang telah menerapkan KM, merupakan panggilan hati bagi kami untuk mengajak seluruh organisasi di Indonesia juga ikut merasakan the beauty of implementing KM. Selamat berproses dan menemukan kesempurnaan dalam sebuah metamorfosis menuju bangsa yang berbasis pengetahuan. ---Miranda S. Goeltom, Deputi Gubernur Senior Bank Indonesia 2004-2009
Kami menyambut gembira kehadiran buku ini, sebagai sumber inspirasi bagi kita semua untuk terus belajar dan membagi pengetahuan kepada yang lain. Mudah-mudahan ini bisa membantu percepatan langkah menuju terciptanya "'Knowledge based community" yang lebih luas di Indonesia.---Josef Bataona, HR Director Unilever Indonesia
The ability to learn faster than your competitor may be only sustainable competitive advantage.---Arie De Geus
dikutip dari http://www.gramediashop.com
Personal Knowledge Management
Sadarkah Anda bahwa setiap harinya ada 1.000 situs web baru diciptakan? Sementara, setiap tahunnya, tidak kurang dari 30.000 jurnal hasil penelitian baru dipublikasikan. Ini adalah era ledakan informasi, di mana penyimpanan informasi, data dan buku tidak lagi bisa dilakukan secara statis di lemari arsip atau perpustakaan. Web sites sekarang lebih dinamis, bisa setiap saat berpindah lokasi, nama dan ukurannya. Jurnal pun sedemikian seringnya di-“update”, diubah, dikembangkan, bahkan dihilangkan. Jadi, selain bertambahnya informasi, perubahannya pun sulit diikuti jika individu tidak pintar pintar me-manage-nya.
Beberapa waktu yang lalu Unilever Indonesia dan Bank Indonesia dinobatkan sebagai juara 1 dan 2 untuk organisasi dengan Knowledge Management terbaik di Indonesia. Hal ini berarti bahwa organisasi tersebut sudah bisa memanfaatkan informasi yang ada, menjadikannya pengetahuan yang diolah untuk berbagai kegiatan manajemen. Canggihnya sistem komputer di era digital inilah yang memungkinkan ini terjadi.
Di level individu, tidak semua orang terbiasa dan trampil me-manage informasi yang dimilikinya. Tidak jarang kita temukan, seorang manajer bahkan direktur “ngawur”, mengabaikan informasi yang ada, ketika akan mengambil keputusan, atau menganalisa suatu gejala dalam situasi kerja. Sebaliknya, ada juga manajer atau direktur perusahaan berkutat dan terobsesi untuk mencari informasi sebanyak-banyaknya sehingga tidak produktif karena kerap terlambat mengambil tindakan.
Individu, mau tidak mau perlu mempunyai taktik untuk mengelola informasi yang ia butuhkan untuk dijadikan dasar pengetahuan pribadinya. Banyaknya informasi perlu disikapi oleh individu, agar ia bisa mensistematisir dan mengembangkan ‘knowledge management’ pribadinya. Ada individu yang tidak sadar bahwa dia tidak tahu, namun mengembangkan suatu isu dengan pengetahuan yang tidak faktual dan belum terolah, alias: sok tahu. Sebaliknya ada individu yang tidak sadar bahwa ia sebenarnya tahu, tetapi tidak tahu bagaimana menggali pengetahuannya secara efektif. Personal knowledge management adalah strategi individual untuk menjinakkan informasi dan memanfaatkannya.
Sadari Apa yang Kita TahuTerkadang kita kagum saat bertemu seseorang yang bisa berbicara tentang segala hal dengan mengaitkan pengalaman pribadinya, pengetahuan, bacaan, pengamatan atau juga jurnal yang serius. Orang seperti ini terasa ’encer’ dan ’knowledgable’. Ia adalah contoh orang yang memiliki ”personal knowledge management” yang baik.
Terkadang individu mengabaikan dan tidak menghargai pengetahuan subyektif yang dimilikinya, yaitu wawasan, kesimpulan pribadi, hasil intuisi, pengalaman pribadi, ekspresi, nilai, maupun keyakinan pribadi. Pengetahuan ini seringkali disimpan dalam memori yang sulit dijangkau ketika memikirkan sesuatu. Yang kerap lebih ditonjolkan adalah pengetahuan obyektif, yaitu pengetahuan yang didapat secara formal, sebagai hasil belajar, analisa, mengikuti seminar, dan lainnya. Biasanya pengetahuan ini mudah diekspresikan karena dilengkapi dengan data penunjang, rumus, dan definisi.
Individu yang ingin memanfaatkan ’knowledge’-nya secara utuh, perlu mempunyai strategi mentransformasi potongan-potongan pengetahuan, baik obyektif maupun subyektif, sehingga memiliki ’database’ yang seimbang.Cari, Pilih, Pilah, Beri Judul PribadiInformasi tidak secara ’gratis’ disuguhkan kepada anda. Untuk itu, individu dituntut untuk memiliki kemampuan mencari, mem-‘browse’, dan mengakses informasi yang dibutuhkan. Kita perlu mengaktifkan semua daya dan panca indera untuk memperoleh informasi. Pasang kuping, pasang mata, menajamkan rasa dan mengamati lingkungan sekitar, sama kadar pentingnya dengan melakukan browsing.
Selanjutnya, menyimpan semua informasi yang anda temukan tanpa terlebih dulu memilih dan memilahnya adalah tindakan yang salah, karena informasi hanya berguna bila bisa dicari kembali. Informasi yang didapat, juga tidak akan berguna bisa kita tidak melakukan ’exercise’ dengan mengajukan ‘tanya-jawab’ pada diri kita sendiri, mengenai what, when, where, why dan how, bahkan ”what if” dan ”so what”. Kesimpulan dan hasil pengolahan ini adalah milik pribadi anda, paten anda, dan untuk itu, berilah judul pribadi terhadap semua informasi yang ingin anda simpan. Dengan sistematika ini, cara fikir kita baru bisa dikatakan utuh.
Manusia hanya bisa mengingat dan mengolah 7 poin besar dalam satu momen tertentu dan kita perlu mengatur apa yang ingin kita ingat dan apa yang ingin kita lupakan. Apakah setiap poin itu diisi dengan informasi yang baru atau basi, yang lengkap atau tidak lengkap, mentah atau matang, akan bergantung pada cara kita mengoperasikan otak kita. Dengan demikian otak juga menyediakan data yang ”fresh”, matang dan yang memang kita butuhkan.
Berpikir teratur, kontinyu, optimal dan efektif adalah tantangan intelektual abad ke-21 ini.
(Sumber : Kompas 9 September 2006)
Beberapa waktu yang lalu Unilever Indonesia dan Bank Indonesia dinobatkan sebagai juara 1 dan 2 untuk organisasi dengan Knowledge Management terbaik di Indonesia. Hal ini berarti bahwa organisasi tersebut sudah bisa memanfaatkan informasi yang ada, menjadikannya pengetahuan yang diolah untuk berbagai kegiatan manajemen. Canggihnya sistem komputer di era digital inilah yang memungkinkan ini terjadi.
Di level individu, tidak semua orang terbiasa dan trampil me-manage informasi yang dimilikinya. Tidak jarang kita temukan, seorang manajer bahkan direktur “ngawur”, mengabaikan informasi yang ada, ketika akan mengambil keputusan, atau menganalisa suatu gejala dalam situasi kerja. Sebaliknya, ada juga manajer atau direktur perusahaan berkutat dan terobsesi untuk mencari informasi sebanyak-banyaknya sehingga tidak produktif karena kerap terlambat mengambil tindakan.
Individu, mau tidak mau perlu mempunyai taktik untuk mengelola informasi yang ia butuhkan untuk dijadikan dasar pengetahuan pribadinya. Banyaknya informasi perlu disikapi oleh individu, agar ia bisa mensistematisir dan mengembangkan ‘knowledge management’ pribadinya. Ada individu yang tidak sadar bahwa dia tidak tahu, namun mengembangkan suatu isu dengan pengetahuan yang tidak faktual dan belum terolah, alias: sok tahu. Sebaliknya ada individu yang tidak sadar bahwa ia sebenarnya tahu, tetapi tidak tahu bagaimana menggali pengetahuannya secara efektif. Personal knowledge management adalah strategi individual untuk menjinakkan informasi dan memanfaatkannya.
Sadari Apa yang Kita TahuTerkadang kita kagum saat bertemu seseorang yang bisa berbicara tentang segala hal dengan mengaitkan pengalaman pribadinya, pengetahuan, bacaan, pengamatan atau juga jurnal yang serius. Orang seperti ini terasa ’encer’ dan ’knowledgable’. Ia adalah contoh orang yang memiliki ”personal knowledge management” yang baik.
Terkadang individu mengabaikan dan tidak menghargai pengetahuan subyektif yang dimilikinya, yaitu wawasan, kesimpulan pribadi, hasil intuisi, pengalaman pribadi, ekspresi, nilai, maupun keyakinan pribadi. Pengetahuan ini seringkali disimpan dalam memori yang sulit dijangkau ketika memikirkan sesuatu. Yang kerap lebih ditonjolkan adalah pengetahuan obyektif, yaitu pengetahuan yang didapat secara formal, sebagai hasil belajar, analisa, mengikuti seminar, dan lainnya. Biasanya pengetahuan ini mudah diekspresikan karena dilengkapi dengan data penunjang, rumus, dan definisi.
Individu yang ingin memanfaatkan ’knowledge’-nya secara utuh, perlu mempunyai strategi mentransformasi potongan-potongan pengetahuan, baik obyektif maupun subyektif, sehingga memiliki ’database’ yang seimbang.Cari, Pilih, Pilah, Beri Judul PribadiInformasi tidak secara ’gratis’ disuguhkan kepada anda. Untuk itu, individu dituntut untuk memiliki kemampuan mencari, mem-‘browse’, dan mengakses informasi yang dibutuhkan. Kita perlu mengaktifkan semua daya dan panca indera untuk memperoleh informasi. Pasang kuping, pasang mata, menajamkan rasa dan mengamati lingkungan sekitar, sama kadar pentingnya dengan melakukan browsing.
Selanjutnya, menyimpan semua informasi yang anda temukan tanpa terlebih dulu memilih dan memilahnya adalah tindakan yang salah, karena informasi hanya berguna bila bisa dicari kembali. Informasi yang didapat, juga tidak akan berguna bisa kita tidak melakukan ’exercise’ dengan mengajukan ‘tanya-jawab’ pada diri kita sendiri, mengenai what, when, where, why dan how, bahkan ”what if” dan ”so what”. Kesimpulan dan hasil pengolahan ini adalah milik pribadi anda, paten anda, dan untuk itu, berilah judul pribadi terhadap semua informasi yang ingin anda simpan. Dengan sistematika ini, cara fikir kita baru bisa dikatakan utuh.
Manusia hanya bisa mengingat dan mengolah 7 poin besar dalam satu momen tertentu dan kita perlu mengatur apa yang ingin kita ingat dan apa yang ingin kita lupakan. Apakah setiap poin itu diisi dengan informasi yang baru atau basi, yang lengkap atau tidak lengkap, mentah atau matang, akan bergantung pada cara kita mengoperasikan otak kita. Dengan demikian otak juga menyediakan data yang ”fresh”, matang dan yang memang kita butuhkan.
Berpikir teratur, kontinyu, optimal dan efektif adalah tantangan intelektual abad ke-21 ini.
(Sumber : Kompas 9 September 2006)
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