KNOWLEDGE MANAGEMENT IMPLEMENTATION TO IMPROVE
PERFORMANCE IN TESTING AND SUBSEA DIVISION AT BIG RED COMPANY
Amadea Rahmadita
Institut Teknologi Bandung
Amadea_rahmadita@sbm-itb.ac.id
Abstract
The
approaching retirement of experienced petroleum engineers and technical staff,
which threatens to result in the loss of a significant quantity of cumulative
knowledge and expertise, is one of the major challenges facing the industry.
Within the next ten years, it is predicted that approximately 231,000 years of
collective knowledge will be on the line. To overcome this difficulty,
knowledge management has emerged as a major method. This research investigates
the strategies, tools, and processes implemented to successfully capture,
organize, and share knowledge across the organization through a thorough
analysis of the KM initiatives undertaken by Big Red Company. With a focus on
their effective application by national and international oil companies in
Indonesia, it also examines the results and impacts of these KM practices on
the company's performance and competitiveness in both local and global
contexts. Considering
these circumstances, the company needs to improve the knowledge management
system for managing knowledge, which is through the implementation of a
Knowledge Management (KM) system. In doing this, the research is based on two
research questions. The first is how is the current Knowledge
Management maturity level in the Big Red Company Operation Division,
specifically in the Testing and Subsea, and the second is What
is the knowledge management implementation plan that can be suggested related
to the proposed knowledge management process after knowing the maturity level
of knowledge management in Big Red Company. These two
research questions will be answered using theories related to knowledge,
knowledge management, and two knowledge management frameworks, namely APO
Knowledge Management Framework and Socialization, Externalization, Combination,
Internalization (SECI). Because a qualitative method is used in this research,
data is collected through interviews and observations, which are then analysed
using thematic analysis. The results of data collection show that there are
several issues related to the APO KM Framework and SECI frameworks. These issues
range from the limited in the Testing and Subsea division, which is in
Operation Division, the lack of knowledge sharing processes within and between
teams, the lack of proper knowledge transfer, difficulty in accessing knowledge
and information due to manual access, and others. Through the utilization of
APO KM Framework and SECI frameworks, the author was able to design a knowledge
management system by formulating several tools, for example, Coaching,
Training, Knowledge café, Lesson-learned documents, K-based exit interview, and
e-learning. With a total of 12 (thirteen) knowledge management tools or
techniques, the company now has the ability to identify the knowledge needed,
capture the knowledge, store the knowledge, share the knowledge, and effectively
utilize knowledge and information which can improve the organization’s
performance, enhance decision-making processes, and foster innovation and
collaboration, thereby gaining a competitive advantage in the lifting equipment
industry which ultimately contributes greatly to the growth of the company. For
the knowledge management system implementation process, it will be divided into
5 (five) stages: Preparation, Identification, Development, Implementation and
Evaluation to ensure that the knowledge management system is implemented
effectively, its impact can be measured, and areas for improvement can be
identified to make necessary changes. Implementation will begin in January of
2024, and there will be a dedicated Person In Charge
(PIC) for all knowledge management initiatives to monitor the progress and
ensure the sustainability of this system.
Keywords: Knowledge Management, APO KM Framework, SECI
In today's business landscape, knowledge
management (KM) has emerged as a crucial organizational process, particularly
for companies operating in the energy industry, where the effective
development, sharing, and utilization of knowledge assets are paramount for
maintaining a competitive edge (Sheehan,
Vargas‐Sánchez, Presenza, & Abbate, 2016). KM
encompasses a range of activities and practices aimed at leveraging knowledge
and expertise to enhance decision-making, innovation, and overall performance (Lopes,
Scavarda, Hofmeister, Thomé, & Vaccaro, 2017). The
concept of KM maturity, which refers to the level of sophistication and effectiveness
with which an organization manages its knowledge assets, has gained significant
attention in recent years (Kulkarni & St Louis, 2003). Maturity
models provide a systematic approach for assessing an organization's KM
capabilities and charting a course for the development of effective KM
strategies and practices (Jennex, Smolnik, & Croasdell, 2008).
One of the largest infrastructures in
the world belongs to Big Red Company. Big Red Company is the largest
diversified energy services, engineering, construction, and maintenance
corporation in the world, according to Bruno & Valette. Big Red Company is
less vulnerable to a downturn in any one market or division because of its
broad revenue stream. In more than 120 countries, Big Red Company has 7,000
clients and over 100,000 employees (Bruno & Valette, 2001).
The management and planning abilities of
Big Red Company have helped the company become the top service provider in the
global oil and construction industries (Stevens,
2008). Big
Red Company, however, is faced with a number of moral conundrums that can spell
the end for their enormous company or might just fuel their ascent to even
greater dominance
(Vielmetter
& Sell, 2014). Let's
look at Big Red Company's past and present while considering the decision the
company made to boost its earnings and expand as a business (Kim
& Mauborgne, 2014). Big
Red Company is already very successful both locally and internationally; for
example, in Indonesia, the company's services have been utilized by both the
national oil company as well as the multinational oil company. The degree of
service quality provided by the company is supported by the extremely high end
of the quality value provided by the company (Orel
& Kara, 2014). In
order to stay competitive in today's cutthroat business environment, Big Red
Company must continue to improve both the quality of its technological
capabilities and the quality of its people resources. The decline in global
petroleum oil prices in 2015 led to the elimination of a significant number of
jobs. resulting in a higher attrition rate among employees (Fragkos
& Paroussos, 2018).
Big Red Company is a globally renowned
oilfield services firm that offers a diverse portfolio of products and services
to the energy industry (Li,
Gallagher, & Mauzerall, 2020). Given
the rapid pace of technological and market change in the industry, innovation
and learning have become increasingly critical for business success, and
knowledge management has emerged as a key enabler of these objectives (Grant, 2013). Moreover, the
retirement of experienced petroleum engineers and technical staff has been
identified as a significant challenge facing the industry, with estimates
suggesting that the sector stands to lose approximately 231,000 years of
cumulative knowledge and expertise in the next decade this study according to
Society of Petroleum Engineers researcher. Against this backdrop, knowledge
management has emerged as a critical strategy for mitigating the potential
negative impact of knowledge loss due to retirements and downsizing (Daghfous, Amer, Belkhodja, Angell, & Zoubi, 2023). Consequently,
a detailed study is being conducted to identify opportunities for enhancing
knowledge management practices at Big Red Company, with the aim of addressing
some of the most pressing challenges facing the company. In particular, the
need to link rapidly advancing data management systems with the expertise of
globally distributed operations is driving the adoption of KM at Big Red
Company.
In order to effectively address the complex challenges faced
by businesses today, it is often necessary to pursue multiple goals
simultaneously (Smith,
Binns, & Tushman, 2010). In the context of this final
project, it is essential to undertake a comprehensive analysis of the current
situation within Big Red Company's Testing and Subsea division, as well as to
conduct an in-depth examination of the relevant literature on knowledge
management. These two components will serve as the foundation upon which a
customized knowledge management strategy plan can be developed and implemented
at Big Red Company. To achieve these objectives, the research will be
structured around the following key components: evaluating the current state of
the company's existing knowledge management system, identifying areas for
improvement, and designing a customized set of knowledge management strategies
that are tailored to the specific needs and conditions of the Testing and
Subsea division. By pursuing these objectives, the research will contribute to
a deeper understanding of the role of knowledge management in enhancing
organizational performance and improving overall business outcomes.
METHOD
The use of a conceptual framework is a
common practice in research studies as it helps to provide a clear
understanding of the main topic and objectives of the study. This framework
serves as a guide that outlines the key concepts, variables, and relationships
that are being examined in the research. The conceptual framework provides a
visual representation of the study's main components and how they are
interconnected, thereby making it easier for readers to comprehend the
research. It helps the author to organize their ideas and provides a structure
for the research, which in turn facilitates the analysis of the findings. The
framework presented in this research is designed to simplify the understanding
of the research by providing a clear overview of the concepts and variables
that are being examined, and the relationships between them. Below is the
conceptual framework of this thesis, which will break
down what will be explained in chapters I to IV.
Figures 1 Research
Methodology
(Source : Author)
Survey
To gather comprehensive and reliable data for this
research, a carefully designed online survey is being conducted to collect
quantitative data. The online platform being used for the survey is Google
Forms, which enables a convenient and efficient way to collect data from a
large sample size of employees in Big Red Company's Operation Division,
specifically those working in Testing and Subsea division. The survey is
designed to measure the Knowledge Management maturity level of the company, as
developed in Appendix 1, and to identify the strengths and weaknesses of the
current Knowledge Management practices. The use of email to distribute the
survey link ensures that it reaches the targeted respondents in a timely and
effective manner. By using an online survey, the research can obtain an
accurate and unbiased representation of the opinions and experiences of the
employees, while also ensuring their anonymity and confidentiality. This
approach allows the research to provide valuable insights into the current
state of Knowledge Management in Big Red Company's Operation Division, and to
offer practical recommendations for enhancing Knowledge Management practices in
the company. The questionnaire consists of two main sections which are:
Root
Cause and Solution based on APO KM Framework
The findings of both
qualitative and quantitative research need to be analyzed in order to get to
the bottom of the issue, which is an essential step that must come before any
other investigation into how to find the most effective answer to this research
problem. As was discussed in the prior part of this discussion, there are
multiple characteristics of the situation that might be cited as the cause of
the issue. In order to identify these underlying reasons, we continue to make
use of certain components of the APO KM Framework. These components include
leadership, process, people, technology, knowledge process, and learning &
innovation. The author will proceed to dissect each of the aforementioned six
facets one at a time in order to discover which of the six aspects contain the
most significant root reasons that can be considered the crux of the issue. The
selection of the most important factors is accomplished by first taking into
account the results of a quantitative study, which generates the inputs for a
fishbone diagram, and then taking into account the findings of a qualitative
analysis or the conversations that were had with management. The results of the
questionnaire survey were analyzed to see whether or not they were relevant and
congruent with the views of management. The table that follows outlines the
fundamental issues that, once addressed with the use of an APO KM framework to
the creation of a KM system, could be resolved.
Table 1 Relevance analysis between Qualitative and Quantitative data
|
KM Sub-Categories |
Average Score |
Fishbone Category |
Management Statement |
|
Leader act as a role model |
3.76 |
People |
BSM
Statement: Despite
of peak operational schedule in rig-site for senior leaders, thus making a
mentoring progress may appear slow. |
|
Active Participant from Management |
3.52 |
People |
PDC Statement: Infrequent management visits to sites
that can hinder effective communication and cause a sense of disconnect
between managers and personnel |
|
Key Factors |
3.52 |
Process |
PDC Statement
: The
lack of timely communication from the global team regarding new procedures
leaves employees uninformed and unprepared, leading to potential errors. |
|
Crisis Management |
3.65 |
Process |
BSM Statement : This exposes the company to potential
risks, emphasizing the importance of implementing robust contingency plans to
ensure preparedness and resilience in the face of unforeseen circumstances. |
|
Knowledge Based Training |
3.57 |
People |
BSM Statement
: It's
important to recognize the value they bring to our organization and invest in
their knowledge and skills through comprehensive training programs. |
|
Availability of KM Manager |
3.20 |
People |
PDC Statement : we miss out on opportunities to
optimize knowledge sharing and learning processes among employees, its because there is no dedicated manager to manage this
KM |
|
Knowledge availability
& reliability |
3.50 |
Technology |
BSM Statement
: Without
regular maintenance, the value of our KM tools decreases as the information
becomes unreliable. |
|
Usage electronic based IT platform |
3.62 |
Technology |
PDC Statement : We could boost productivity and reduce
the workload on staff by streamlining our systems and combining all relevant
operations onto a single platform. This would also encourage improved data
integrity and integrity. |
|
Critical knowledge
retention |
3.20 |
Process |
BSM Statement
: That
is a concerning gap in our knowledge management process. When employees
leave, we lose valuable skills and insights. |
|
Knowledge documentation |
3.33 |
Process |
PDC Statement : To empower staff to work successfully,
even with new equipment or procedures, our KM tools must gather comprehensive
content, including manuals and instructions. |
|
Incentives |
3.10 |
Governance |
BSM Statement
: It
is important for us to consider implementing incentives, such as recognition,
additional training opportunities or even financial rewards, to recognize and
encourage their dedication in guiding and supporting others in their journey
of professional development |
|
Company is open to new ideas |
3.00 |
Governance |
PDC Statement : By reducing unnecessary bureaucratic
hurdles, we can encourage a culture of creativity and facilitate the adoption
of new ideas and technologies that can drive organizational progress. |
ln order to better the
knowledge management responsibilities in the Surface Well Test, Data
Acquisition, and Drill Stem Test teams and to close the knowledge maturity gap.
Author recommend potential business solutions that may
be used to improve the KM situation in Big Red Company in order to prevent any
significant knowledge loss in the upcoming years due to a lack of knowledge
documentation and retiring expertise. The information shown above
starts with quantitative data and then generates a fishbone framework, which
narrows the problem based on the score from the questionnaire results and then
the interview results, which are qualitative data meant for support analysis.
The framework is then presented. Because this qualitative data is being used to
find out the perspectives from the management side, in order for us to find
solutions that are relevant enough for the future to become a kind of corporate
improvement, we need to find out what those opinions are. The following table presents the root causes that can be
solved using APO KM framework to develop a KM system.
Table 2 Root Cause and Solution Summary
|
KM Categories |
Key Success Factor |
Root causes |
Solution |
|
Leadership |
Leader act as a role model |
Lack of communication between
managers and personnel |
Community Portal |
|
Active Participant from Management |
Infrequent coordination meetings between management and personnel
|
Knowledge Cafe |
|
|
Process |
Key Factors |
New procedures take time to
be communicated to employees |
Community Portal |
|
Crisis Management |
Lack of planning to address crises or unexpected events |
Knowledge Cafe |
|
|
People |
Knowledge Based Training |
Absence of knowledge-based
training for agency/contractor employees. |
Web-Based-Training on
Learning Central |
|
Availability of KM Manager |
There is no dedicated manager to handle Knowledge Management (KM). |
Assigned KM Manager per division |
|
|
Technology |
Knowledge availability
& reliability |
KM tools are not routinely
maintained, resulting in outdated data |
Assigned 1 personnel |
|
Usage electronic based IT platform |
There are too many IT platforms that employees must use, and some
systems have overlapping functions |
Centralized in KM Cloud |
|
|
Knowledge Process |
Critical knowledge
retention |
There is no storage or
documentation of critical knowledge from employees who resign or are
dismissed. |
K-Based Exit Interview |
|
Knowledge documentation |
Some aspects are not documented in the KM Tools |
KM Cloud |
|
|
Learning & Innovation |
Incentives |
No incentives provided for
mentors/coaches during mentoring and coaching programs. |
Mentoring Timesheet |
|
Company is open to new ideas |
The process of delivering new ideas or technology has long
regulations. |
Knowledge Cafe |
SECI Framework
After addressing People, Process, Technology, and Governance based on a
Fishbone analysis, the next phase in the process of creating the KM system is
to determine the methodologies or approaches for each of the modes of the SECI
Framework. This step will be taken in order to create the KM system. Within the
confines of this model, the interaction of tacit and explicit knowledge is what
leads to the production of new knowledge. All of the following explanations are
offered approaches or procedures based on the company's current condition, and
the author will input an expected condition in order to plot all of the answer
into the SECI framework. Considering that Big Red Company has sufficient
experience regarding the Knowledge Management system, all of the following
explanations are presented.
1.
Tacit to Tacit Knowledge Creation (Socialization)
Table 3 Big Red Company Existing &
Expected Socialization
|
Existing
Socialization |
Root
Cause |
Expected
Socialization |
|
Training |
- |
Training |
|
Mentoring |
- |
Mentoring |
|
On-the-job Training |
- |
On-the-job Training |
|
|
Lack of communication between managers and personnel |
Community Portal |
|
|
New procedures take time to
be communicated to employees |
Community Portal |
|
|
The process of delivering
new ideas or technology has long regulations. |
Knowledge Cafe |
A community portal and knowledge cafe can solve problems like poor communication
between managers and employees, delays in communicating new procedures like
technical bulletins to employees, and lengthy regulations for delivering new
ideas or technology. Community portals enable staff cooperation, communication,
and knowledge exchange. It facilitates manager-employee communication and
dialogue. Managers can immediately engage with employees using a community
portal to deliver critical information like new processes or technical
advisories. This improves transparency and avoids communication delays, keeping
staff informed.
A community site enables employees to exchange ideas and skills. It
allows employees to propose new ideas and technology. This avoids long concept
submission rules. The site speeds up evaluation and selection of creative
ideas. Knowledge cafes can also supplement the community portal by providing a
physical or virtual location for casual and participatory knowledge-sharing.
Managers and staff can discuss, share, and learn in these meetings. Knowledge
cafes enhance community and effective communication by breaking down
hierarchical boundaries. Community portals and knowledge cafes facilitate
communication, information sharing, and technology transfer. They promote open
communication, allowing management and staff to collaborate and align their
aims. These technologies help firms improve communication, implement new
procedures faster, and offer creative ideas and technology faster.
2. Tacit to Explicit Knowledge
Creation (Externalization)
Table 4 Big Red Company Existing &
Expected Externalization
|
Existing
Socialization |
Root
Cause |
Expected
Socialization |
|
Exit Interview |
- |
Exit Interview |
|
Handover documents |
- |
Handover documents |
|
|
No incentives provided for
mentors/coaches during mentoring and coaching programs. |
Mentoring Timesheet |
|
|
There is no storage or
documentation of critical knowledge from employees who resign or are
dismissed. |
K-Based Exit Interview |
Based on the interview and observation that were completed in the past,
the authors made the suggestion that additional measures be taken, which
included using a mentoring timesheet and conducting a K-based departure
interview. The K-based exit interview is also included because it enables the
knowledge of the employee who is going to leave the company to be replicated
and transmitted to the employee who is going to take their place. This information
is then passed on to the employee who will take over that employee's previous
responsibilities.
Through the use of the mentoring timesheet, mentors will be encouraged
to take a more active role in the facilitation of meetings and coaching sessions
with younger workers or employees, ultimately leading to an increase in
employee competency. Through the use of mentoring timesheets, it is possible to
give the impression to mentors that the firm appreciates the contributions
mentors make in terms of delivering knowledge or soft skills.
3.
Explicit to Explicit Knowledge Creation (Combination)
Table 5 Big Red Company Existing &
Expected Combination
|
Existing
Socialization |
Root
Cause |
Expected
Socialization |
|
KM Record |
- |
KM Record |
|
Intranet |
- |
Intranet |
|
|
There are too many IT
platforms that employees must use, and some systems have overlapping
functions |
Centralized KM Cloud |
|
|
Some aspects are not
documented in the KM Tools. |
KM Cloud |
At Big Red Company, the author advises putting in place a Knowledge
Management (KM) Cloud system to consolidate all of the company's information.
Currently, the corporation operates a number of knowledge management (KM)
systems at both the regional and the international levels. An excessive number
of systems has become a burden for employees, which has resulted in decreased
efficiency and increased difficulty in gaining access to pertinent knowledge.
To solve this problem, the author suggests combining all of the different knowledge
management systems into a single, centralized knowledge management cloud.
The fact that Big Red Company's knowledge management system does not
contain any equipment manual volumes is a big obstacle for the business. In the
case that the equipment fails to function properly, these instructions are
essential tools that provide direction. Nevertheless, at the present time,
these handbooks are only available in paper form, and they are not kept in the
KM system of the organization. It is crucial to save all of the data and
records of equipment and tools, particularly in the Testing and Subsea
division, within the KM Cloud in order to guarantee that vital information is
not lost. This is especially true in the case of the Testing and Subsea. This
would remove the need to rely on physical copies of the handbook volumes, which
run the risk of becoming unreadable with time. This is especially true for more
outdated machinery or instruments that have been in circulation for several
decades.
Big Red Company can prevent the loss of vital information and improve
its access to information by digitizing the equipment handbook volumes and
developing a centralized knowledge management cloud system. This would add to
the overall knowledge management strategy of the organization and make the
procedures of troubleshooting and maintenance more efficient.
4.
Explicit to Tacit Knowledge Creation (Internalization)
Table 6 Big Red Company Existing &
Expected Internalization
|
Existing
Socialization |
Root
Cause |
Expected
Socialization |
|
Websites |
- |
Websites |
|
Checking Procedure |
- |
Checking Procedure |
|
|
Absence of knowledge-based
training for agency/contractor employees. |
Web-Based-Training on
Learning Central |
|
|
There is no dedicated
manager to handle Knowledge Management (KM). |
Assigned KM Manager |
|
|
KM tools are not routinely
maintained, resulting in outdated data |
Assigned dedicated person
to maintain KM Tools |
Learning Central is
recommended as a venue for holding web-based training by the author. Learning
Central is a training portal that is housed in the headquarters of the Big Red
Company in Houston, Texas, in the United States. Employees frequently utilize
this portal to register for training, although it is typically exclusively used
for offline training. The author claims that agency employees are still
required to obtain training, even if it is just through web-based training or
what is more popularly known as online training. This is due to the fact that
regulations from the corporation specify that every agency or contractor
employee cannot attend training at HQ directly.
After that, it is
essential for the organization to choose a KM Manager for each division. For
the time being, the managers who are in charge of KM are still centralized
internationally; hence, there is not a separate representation for KM Manager
in each country. Because of the appointment of a KM Manager, the Knowledge
Management (KM) system in each nation, and especially in Indonesia, will become
more efficient, and more implementations will be carried out.
SECI Roadmap
The author made this
recommendation to the organization based on the current business condition that
they are experiencing in accordance with the additional knowledge conversion
mechanism that was proposed earlier in this paragraph. This road map is presented
since there are many expenses, a significant amount of time, and a significant
amount of dedication required to execute the entire system, as well as the
number of parties that need to be socialized in order to be able to carry out
this activity in accordance with the requirements of the firm in order to reach
its goals.
Table 7 SECI Roadmap
|
No |
Expected SECI Based on scale priority (High – Low) |
Reasons |
PIC |
|
1. |
K-Based
Exit Interview |
The high employee turnover
rate should not have an effect on the successful completion of the project;
consequently, the transfer of knowledge should be carried out when an
employee leaves the organization in order to prevent the loss of information. |
HR Department and Entire
Business Service Outsourcing |
|
2. |
Assign
KM Manager & Assigned dedicated person to maintain KM Tools |
Because of the appointment
of a KM Manager, the Knowledge Management (KM) system in each nation, and
especially in Indonesia, will become more efficient, and more implementations
will be carried out. |
HR Department |
|
3. |
Community
Portal & Knowledge Cafe |
It is essential to
establish a culture of information sharing among the members of the team in
order to encourage innovative thinking and creative problem solving among the
members of the company. After the culture has been firmly established, there
will be a more rapid exchange of information. |
Entire Business Service
Outsourcing |
|
4. |
Web-Based-Training
on Learning Central |
Participation in technical
training by employees, which will make them more skilled in their jobs and
better able to support employees with soft skills, is of the highest
priority. |
Entire Business Service
Outsourcing |
|
5. |
Centralized
KM Cloud |
Within the KM Cloud in order to guarantee that vital
information is not lost. This is especially true in the case of the Testing
and Subsea. This would remove the need to rely on physical copies of the
handbook volumes, which run the risk of becoming unreadable with time |
Management |
|
6. |
Mentoring
Timesheet |
Mentors will be encouraged to take a more active
role in the facilitation of meetings and coaching sessions with younger
workers or employees, ultimately leading to an increase in employee
competency. |
Management |
Implementation
Plan and Justification
The organization has included a
number of knowledge management initiatives into its daily operations; however,
the current knowledge management programs are poorly structured. Before
developing a knowledge management strategy, the organization seeks to
understand its existing level of knowledge management maturity. The suggested
implementation strategy is based on the business solution in order for Big Red
Company to bridge the knowledge gap and raise the organization's maturity level
in knowledge management. There are five phases to the implementation. Seventeen
tasks must be completed as part of the implementation within the suggested
period
To conclude, this research has presented
the existing practices of knowledge transfer in the organization. In the first
chapter, it describes 2 (two) research questions, the first question is about
the causes of problem related about the current knowledge management maturity
level in Big Red Company. In order to get an answer to this issue, the author
may make use of a variety of methods, such as interviews, surveys, or the
analysis of data. These methods can be helpful in understanding the viewpoints
of employees, managers, and other stakeholders within the business on the
current state of knowledge management. They can also be used to obtain insights
from employees. The purpose of the study is to determine the causes behind the
company's knowledge management maturity level. In order to do this, the study
will investigate a variety of aspects, including organizational culture,
leadership practices, technology infrastructure, and employee involvement.
There are also some plans on tools investment such as for the organization
server, however, it is still under discussion as currently the company is
focusing more on investing the human resources.
The second question is on the creation
of a plan for the implementation of knowledge management in connection to the
suggested knowledge management method. In particular, the study intends to
investigate how the process of implementing can be made easier by utilizing the
SECI model (which stands for Socialization, Externalization, Combination, and
Internalization) and the fishbone analysis method, with data taken from the APO
KM Framework.
In order to find an answer to this
question, the author will initially investigate the SECI model. This model
serves as a framework for the knowledge conversion that occurs within
businesses. The exchange of tacit information takes place during socialization
and occurs as a result of interactions and experiences with other people. The
act of articulating implicit knowledge into explicit forms, such as texts or
databases, is referred to as the process of externalization. The combination
process requires the integration and consolidation of explicit knowledge obtained
from a wide variety of sources. Last but not least, the process of internalization
focuses on the individual's transformation of explicit knowledge into tacit
knowledge through the process of internalizing and applying that knowledge.
The implementation of the KM system
will be divided into 5 (five) stages i.e. Preparation,
Identification, Development, Implementation and Evaluation to ensure that the
KM system is effectively implemented, the impact can be measured, and the areas
for improvement can be identified. The implementation will start from Oct 2023
and there will be a dedicated PIC for KM implementation to monitor the
continuity of this system. The Preparation stage consist of 3 (three)
activities which revolves around process to get approval from management to
established of leader commitment and understanding to support KM
implementation. All of these activities will take approximately six months. The
next stage is the identification stage which aims to interviewing and survey
preparation to measure context indicator. Then continued with the development
stage which involves the actual action of the development of the KM system i.e. conduct workshop and training, conduct division
meeting. The next stage is about implementation stage that will contain about
implementation of the process for this innovation. Finally, the evaluation
stage also starts as soon as the implementation stage begins using two methods
– discussion forums and quarterly surveys. This stage aims to assess the KM
system effectiveness compared to its objectives, identify areas for
improvement, and make necessary changes.
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