Indonesian MAKE Finalists2013 by Industry
No Industry 2012 2013
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2013 Indonesian
MAKE Panelists
No. Panelis Organisasi 1 Prof. Dr. Gerardus J. Polla, M.App.Sc. BINUS University 2 I. Novianingtyastu@ Drs. J. Tanzil & Associates 3 Budhi Santoso Expert -‐ Independent Panelist 4 Hermawan Syahrul GMF AeroAsia 5 Dr. Waluyo KM Expert 6 Faisal Yusra KM Expert -‐ Independent Panelist 7 FX Ridwan Handoyo KRAH Consultants 8 Dr. Harris Turino Kurniawan, MM, Msi Prase@ya Mulya Business School 9 Achmad Ardianto PT. ANTAM (Persero), Tbk. 10 Markus Budiman PT. Astra Honda Motor 11 Yuslam Fauzi PT. Bank Syariah Mandiri 12 Bugie Laksmana PT. Bina Per@wi 13 Krisgianto LW PT. Daya Adicipta Mus@ka 14 Paul Lumbantobing PT. Dayamitra Telekomunikasi 15 Yunia@ Rachmat PT. Enseval Putera Megatrading, Tbk. 16 R. Sutjahja Nugroho PT. Federal Interna@onal Finance 17 Suryowirawan PT. Kobexindo Tractors, Tbk. 18 Luhur Budi Djatmiko PT. Pertamina (Persero) 19 Ipung Purwomarwanto PT. PLN (Persero) 20 Stefanus H. Ruspandy PT. Puninar Jaya 21 Wien Hartono PT. Pupuk Kalimantan Timur 22 Ismet Komarudin PT. Rekayasa Industri 23 Ir. Bambang Sugeng SI., MH. PT. Semen Indonesia (Persero), Tbk. 24 Sumarlan Wibawa PT. Sumberdaya Sewatama 25 Lie Si An PT. Tower Bersama Infrastructure, Tbk. 26 Maria T. Kurniawa@ PT. Trakindo Utama 27 Budhi Martono PT. United Tractors Pandu Engineering 28 Nilawa@ Irjani PT. United Tractors, Tbk. 29 Tonny Warsono PT. Wijaya Karya 30 Dr. Ningky Sasan@ Munir, MBA Sekolah Tinggi Manajemen PPM 31 Daris Rahman Triputra Group
Four out of 15 of the 2013 MAKE finalists have started to develop a Corporate University (CU) in integra@on with their Knowledge Management policy. The CU’s aim to make learning process more structured and focused.
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� Five out of 15 of the 2013 MAKE finalists have adopted Web 2.0 as a KM tool, using it intensively for knowledge sharing in their organiza@on. The adop@on redirects technology from previously one way to two ways.
� The primary aim to implement KM is to arrest the imminence of brain drain; depar@ng senior experts who have not had the chance to transfer their tacit knowledge. This is a serious threat for many organiza@ons.
A few ini@a@ves are taken by the finalists to mi@gate brain drain; tacit knowledge is transformed to explicit but it does not prove to be simple. One ini@a@ve is to apply Blended Learning; combining e-‐Learning and classroom educa@on.
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Another approach is prac@cal learning instead of theore@cal: new development project challenges, case study-‐based learning and field prac@cing. The finalists reported that such approach has proven to accelerate staff readiness to assume bigger responsibility.
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� Increasing recogni@on for knowledge-‐based competence aiained through informal process; from on-‐the-‐job prac@ce, from sharing knowledge, and through Community of Prac@ce (COP). Such informal approach has equipped employees with more effec@ve ac@on-‐taking capabili@es.
A top-‐down learning style has been replaced by boiom-‐up mode; instead of the instructor “teaching”, the learners take ini@a@ve to do self-‐learning.
Video has been widely used to codify tacit knowledge to explicit knowledge, replacing documents. The videos are stored in the system accessible by employees; similar to YouTube media. Many finalists shared this in MAKE 2013.
� Finalists hailing from State Owned Enterprises (BUMN) tend to manage knowledge as exclusive effort independently from other management ac@vi@es.
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❿ Toyota Astra Motor won the 2012 Global Individual Opera@ng Unit MAKE, which iden@fies and recognizes individual companies, divisions, business units, agencies and departments in implemen@ng KM to create shareholders’ wealth through transforming enterprise knowledge (new as well as exis@ng) into superior products/services/solu@ons.
11 Companies that build KM competencies are showing accelerated value crea@on.