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Knowledge Management True Corporation KM Implementation in True Corp. 1 December 2005, The 2 nd National KM Fair Ruangsak Sriwatthanah

Knowledge Management True Corporation KM Implementation in True Corp. 1 December 2005, The 2 nd National KM Fair Ruangsak Sriwatthanah

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Page 1: Knowledge Management True Corporation KM Implementation in True Corp. 1 December 2005, The 2 nd National KM Fair Ruangsak Sriwatthanah

Knowledge ManagementTrue Corporation

KM Implementation in True Corp.1 December 2005, The 2nd National KM Fair

Ruangsak Sriwatthanah

Page 2: Knowledge Management True Corporation KM Implementation in True Corp. 1 December 2005, The 2 nd National KM Fair Ruangsak Sriwatthanah

Knowledge ManagementTrue Corporation

Established in 1990 (Telecom Asia)

Sector: Telecommunications

Products and Services: Fixed line Operator Mobile Operator Internet Service Provider Content Provider Cable TV (UBC)

True Corporation, PCL.

Page 3: Knowledge Management True Corporation KM Implementation in True Corp. 1 December 2005, The 2 nd National KM Fair Ruangsak Sriwatthanah

Knowledge ManagementTrue Corporation

“to be a customer-focused total communications solutions provider.”

True brand public launch, 1st April 2004

True vision

Page 4: Knowledge Management True Corporation KM Implementation in True Corp. 1 December 2005, The 2 nd National KM Fair Ruangsak Sriwatthanah

Knowledge ManagementTrue Corporation

credible

creative

caringcaring

courageous

truevalues

Page 5: Knowledge Management True Corporation KM Implementation in True Corp. 1 December 2005, The 2 nd National KM Fair Ruangsak Sriwatthanah

Knowledge ManagementTrue Corporation

in Telecom (service sector), the key success is not the technology but “Customer Satisfaction” .

Strategy:

Page 6: Knowledge Management True Corporation KM Implementation in True Corp. 1 December 2005, The 2 nd National KM Fair Ruangsak Sriwatthanah

Knowledge ManagementTrue Corporation

Justifications of KM Initiative

1. Customer Satisfaction

2. Complex products/services

3. Key performance indicators of customer services Knowledge Speed Polite Follow-up

4. Approximate 1,500 agents in call center

5. Productivity & Efficiency

Page 7: Knowledge Management True Corporation KM Implementation in True Corp. 1 December 2005, The 2 nd National KM Fair Ruangsak Sriwatthanah

Knowledge ManagementTrue Corporation

KM Initiative MilestoneKM Initiative Milestone

January 2001 KM System for Call CenterFebruary 2003 KM Implementation project with FTPIMay 2003 KM Organization set upApril 2004 KM web phase ISept 2004 Revisit KM and tackle the issuesMar 2005 CM web phase IIDec 2005 CM web phase III

Page 8: Knowledge Management True Corporation KM Implementation in True Corp. 1 December 2005, The 2 nd National KM Fair Ruangsak Sriwatthanah

Knowledge ManagementTrue Corporation

True KM is aim to be a center of corporate information and establishing true knowledge sharing community.

Page 9: Knowledge Management True Corporation KM Implementation in True Corp. 1 December 2005, The 2 nd National KM Fair Ruangsak Sriwatthanah

Knowledge ManagementTrue Corporation

KM CycleKM Cycle

Processes and Tools

Measurements

3

Communication

2

A living community

Transition and Behavior Management

1

Learning

4 5

Recognition and Reward

6

Concept model by Mr. Robert Osterhoff

GOAL

Page 10: Knowledge Management True Corporation KM Implementation in True Corp. 1 December 2005, The 2 nd National KM Fair Ruangsak Sriwatthanah

Knowledge ManagementTrue Corporation

Knowledge Web PortalKnowledge Web Portal

Page 11: Knowledge Management True Corporation KM Implementation in True Corp. 1 December 2005, The 2 nd National KM Fair Ruangsak Sriwatthanah

Knowledge ManagementTrue Corporation

KM AchievementKM Achievement

The central knowledge center for True Corporation.

KMS consists of thousands of documents, 4-year achieved, containing all the necessary information to handle customer’s enquiries.

1,500+ users currently rely on just-in-time information on KMS.

Average 50,000 page view/day.

The effective communication tool for all call center and retail representatives.

Page 12: Knowledge Management True Corporation KM Implementation in True Corp. 1 December 2005, The 2 nd National KM Fair Ruangsak Sriwatthanah

Knowledge ManagementTrue Corporation

Lesson 1: Transition & BehaviorLesson 1: Transition & Behavior

Invest time and effort to understand the corporate culture, identify motivations and ensure change happens where needed.

People will resist change. Therefore, getting staff to believe that KM will make their jobs more productive.

It requires a change management plan e.g. policy, performance review, KM Committee.

Page 13: Knowledge Management True Corporation KM Implementation in True Corp. 1 December 2005, The 2 nd National KM Fair Ruangsak Sriwatthanah

Knowledge ManagementTrue Corporation

Lesson 2: CommunicationLesson 2: Communication

Clearly explain KM objectives (what, where, when, why) for every level of staff.

Miscommunications lead to misunderstanding: Sometimes there is a fear that KM will be used to replace people.

Using reminder (signs or messages) will help.

Continuous communication is a must.

Page 14: Knowledge Management True Corporation KM Implementation in True Corp. 1 December 2005, The 2 nd National KM Fair Ruangsak Sriwatthanah

Knowledge ManagementTrue Corporation

Lesson 3: Processes & ToolsLesson 3: Processes & Tools

Do not make the process difficult to master - this may discourage staff to participate.

KM is not a technology or set of methodologies.Instead, KM is a true practice (involves people, process and technology).

An intelligent KM system need user interaction (share and reuse information).

Page 15: Knowledge Management True Corporation KM Implementation in True Corp. 1 December 2005, The 2 nd National KM Fair Ruangsak Sriwatthanah

Knowledge ManagementTrue Corporation

Lesson 4: Training & LearningLesson 4: Training & Learning

Train staff correctly how to use KM system is important success factor. Select several staff to learn the system early on, so that their ease of adaptation will influence their peers.

Sharing will help staff learn from each other.

Page 16: Knowledge Management True Corporation KM Implementation in True Corp. 1 December 2005, The 2 nd National KM Fair Ruangsak Sriwatthanah

Knowledge ManagementTrue Corporation

Lesson 5: MeasurementLesson 5: Measurement

“What you don't measure, you can't manage.”

ROI calculation of KM initiative can help you achieve ongoing executive-level buy-in.

Efficiency (Quantity): Average Handle Time, Talk Time, After Call Work

Effectiveness (Quality): First Call Resolution, Escalation, Repeat Calls

Innovations: Self-Services and Customer Satisfaction

Page 17: Knowledge Management True Corporation KM Implementation in True Corp. 1 December 2005, The 2 nd National KM Fair Ruangsak Sriwatthanah

Knowledge ManagementTrue Corporation

Lesson 6: Recognition & RewardsLesson 6: Recognition & Rewards

“Who wants to be the number one contributor?”

Encouraging staff to contribute knowledgecan foster innovation and team building.

Developing a simple reward system. It does not have to be a monetary one. Recognition is appreciate.

Page 18: Knowledge Management True Corporation KM Implementation in True Corp. 1 December 2005, The 2 nd National KM Fair Ruangsak Sriwatthanah

Knowledge ManagementTrue Corporation

can we hear from you ?Q&A

Page 19: Knowledge Management True Corporation KM Implementation in True Corp. 1 December 2005, The 2 nd National KM Fair Ruangsak Sriwatthanah

Knowledge ManagementTrue Corporation

thankyou

Page 20: Knowledge Management True Corporation KM Implementation in True Corp. 1 December 2005, The 2 nd National KM Fair Ruangsak Sriwatthanah

Knowledge ManagementTrue Corporation

being true together