Astimen's Blog of KM Telecom

Knowledge Management and Business Process Integration Learning

eTOM and Corporate University as Valuable Knowledge Engine

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“Life is like riding bicycle, to keep your balance you must keep moving” (Albert Enistein). Today enterprise must survive, grow and sustain to deliver valuable product and service and achieve customer successful outcomes through increasing intangible asset value greater than tangible asset. Intangible asset dealing with complex social network among primary actors such of individual competence, internal structure and external structure. Learning process should be put as an effective aligner between strategy capabilities and production capability. However it is difficult to create a lot of talent that align with dynamic corporate strategy to win the business. Learning process based on corporate learning center sometimes has different domain and context of knowledge value chain with effective high performance internal process.

Corporate university as know as CorpU is one valuable initiative to fulfill learning’s gap dealing with enterprise strategy and focus. Learning process can take significant role as knowledge engine in CorpU. The essential principle of Knowledge Engine dealing with setting up the condition for learning by strategy that setup execution. Execution must produce result and capture learning that informs strategy. A corporate university is an educational entity that is a strategic tool designed to assist its parent organization in achieving its mission by conducting activities that cultivate individual and organizational learning, knowledge, and wisdom.” Source: Allen, The Corporate University Handbook (2002), p. 9.

Process is most significant knowledge shared context dealing domain of internal structure (system, organization, values, culture and leadership). eTOM as process reference with level of strategical and operational views can be put as knowledge creation and internalization based on Corporate vision, mission and values. Leader can inject new knowledge that align with leadership style and high performance behavior as an outcome of effective learning process and accelerate enterprise become learning organization and high competitive organizational capacity to response dynamic customer need, want and successful outcomes.

to be continued …

Read The Next Generation of Corporate University PPT …
Read General Electric Corporate University Slide Share …
Read Handbook Corporate University by Rob Paton Google Book …
Read Developing and Implementing CorpU by Jeffrey W. Grenzer Google Book …
Read Baca slide Corporate Universities and its Strategic Role in an Organisation …
Read Raise of Corporate Colledge Newsweek pdf …
Read Effective Corporate Universities oleh Natalie Caldwell …
Read Defining Your Corporate University oleh Linda Dausen Part-1 and Part-2
Read Comparing a CorpU, Group Learning Centre & Training Department …
Read Starting a Corporate University …
Read Implementing Corporate University of companies in Indonesia …

Written by astimen

May 21, 2013 at 3:10 am

Posted in Uncategorized

eTOM as Lead Measures Four Disciplines Of Execution (4DX)

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eTOM is complete process references “what should we do” from zero level into third level that should be executed to create value for customer, enterprise’s system and employee. However it is difficult to increase defined process maturity level to align between process as operational production capability and strategy capability. There are six basic components should be addresses to find root cause problem. Information and data, human resource, device and tools, processes itself, output and outcome. Interrelationship among them form specific behavior direct correspondingly with specific outcome. Why behavior? Organization need proper shared context to combine and integrate all capacity focus on achievable shared goals. Harmonization in behavior to be involved and engaged indicate proper BA (share context) has been created naturally with proper change management and effective leadership in each level. From just simple and natural activity to be great successful enterprise culture to win the business goals.

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“Innovation is rewarded, but execution is worshipped.” We don’t know who said this, but it’s true. Here’s the problem. Most small business owners and entrepreneurs spend most of their time developing strategy, but little time executing it. Even business schools and MBA programs don’t have courses on execution. So how do we things get done? Most of the time we don’t. Here’s another problem. In the “whirlwind” of today’s business, execution gets lost to challenges of employee management, understanding financial statements, paying the rent, dealing with problem customers, and much more. We just don’t take the time to focus on our goals, because we can’t. (Kip Marlow)

The successive waves of revolution in the telecom industry have always been about more: more network coverage, more devices, more features, more processing power, more apps. Today, it’s about better: better understanding of customers, better fulfillment of their needs, and better end-user experience. It’s no longer simply a question of superior technology, but of finding ways to deliver higher-value solutions to customers in the new competitive spaces opened up by the convergence of social media, mobility, and the cloud. Identifying and executing the requisite strategies will require talented leaders with some highly specific (Michel Deschapelles).



Four Discipline of Execution as known as 4DX in one initiative early years to build this successful behavior to be a bussiness winner. In Telecom entities it can be implement in simple way through eTOM four level of processes as lead measure to achieve our lag measure. eTOM has 7 core end to end processes that integrate four domain (customer, service, resource and supplier/partner) in creating value to customer. After identifying Wildly Important Goal (WIG) we can easily identify what kind of domain and level to put it in leverage processes that assure achieve each WIGs. However it is not easy to make sure this behavior change to be habit in continuous work’s culture. It will create supporter and inhibitor dealing with statistical normal curve or other reason. 4DX is not such of framework or methodology. It is just behavior and habit from basic value what we think, do and get in our life cycle. Telecom enterprise is mostly operational cycle organization that have peak load daily service activity dealing time constraint if 4DX spent new slot of work time. Community of Practices (CoPs) and WIG Session can be execute together to drive creating new knowledge and solution based on proper IT based accessibility issues such of compelling scoring board weekly. More that tools, 4DX will increase people engagement and exiting work like playing game and create our new color of our more than half life time with happiness and success.

Read 4DX Resume on presentation PPT file …
Read 4DX Summary book page …
Read MASTER THE 4 DISCIPLINES OF EXECUTION …
Read 4DX in Forbes.com interview …
Read How to really make it happen – The Four Disciplines of Execution …
Read 4DX Press Kit …
Read A four-step process to get jobs done by HARVEY SCHACHTER …
Read Business Process leveraging PDF …
Read Strategic KPI management …
Read Process Based Organization as 4DX Enabler …
Read Are There Three or Four Disciplines to Execution? …
Read and download 4DX Book Chapter one …
Read Grab Hold of Performance FranclinCovey …
Read “Innovation is rewarded, but execution is worshipped…
Watch Franklin Covey Youtube …
Read 4DX at BUssiness901 …
Watch Marriott 4DX Successful Story in Youtube …
Read and download Smart Telecom, Smarter Leadership pdf by Michel Deschapelles …
Read Execution: The Key to Great Results and download pdf
Read Revenue Assurance in telecom wiki …

Written by astimen

March 20, 2013 at 3:43 am

Posted in Uncategorized

eTOM and Human Capital in Third Generation KM

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Human capital improvement processes is one strategic issue among other learning and growth perspectives such of information capital and organization capital. A lot of HR Management’s process has been implemented to increase organizational capacity to grab market and maintain business continuity. However it is still difficult to convert this initiative into real organizational business value such revenue and profit. There are additional dimension to make strong relationship between business strategy and knowledge strategy dealing with social capital to view in another side to manage social network relationship role in organization, value chain and competitive advantages.

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eTOM has Human Resource Management and Knowledge Management processes in enterprise management process group that can be align with third generation KM based on social network value perspective to support other group processes such strategic and operation. This balance management can increase productivity and growth with value relationship of each stream competencies and skill that usually connected each other to provide problem solution, team work and learning to win the business. Dynamic competitive business environment need agile and high flexibility in value network between internal (employee and organizational system) and external (customer) dealing with strategy focus both business and corporate strategy. This complex learning and growth perspective alignment should support suitable internal process to deliver valuable service to the customer with triple crown vision and goals. Talent management can not solve all human capital issues dealing with business issues and should be integrated with social network role such of central, broker, boundary spanner and peripheral in proper business process configuration in each level for continuous learning analysis and speed decision. The dream winning team can not be viewed just in cultural dimension without real social network power behind the formal organizational structure and chart. These new essential dimensions dealing with network connectivity, knowledge and subject matter expert awareness, accessibility and energizing will create valuable breakthrough over leadership, communications, motivation and strategy focus issues.


Read Social Networks Role and view online learning module using free-ap2s …
Read How the Organic Design Organization cooperates with the Mechanistic …
Read Mechanistic vs. Organic Organizational Structure (Contingency Theory) …
Read Learning Through Knowledge Management by Pervaiz K Ahmed google book …
Read The fit between strategy and strategic human resource management by Andersen …
Read Social Network Analysis in HR Development; A New Methodology by Hatala pdf …
Read Social Networking and Human Resource Management by Peter Holland …
Read A Social Network Perspective on Industrial/Organizational Psychology by Brass …
Read The Future of Human Resources and Social Media by Lauby …
Read Talent management is not the same as human capital management in Taylor Blog …
Read Do HR Leaders understand social media? …
Read SAS® Human Capital Management …
Read Online Skills Metrics and HCM,Tools and Strategies Deliver Performance Results …
Read Human Capital KM Magister Degree University of Indonesia by Rudy Siahaan …
Read Business SNA of HCKM Magister University of Indonesia by Rudy Siahaan …

Written by astimen

May 14, 2012 at 12:10 pm

Using Minto Pyramid Principle as effective shared context in daily strategy focus objective

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In knowledge era enterprise needs an effective approach to create more knowledge caused of dynamic external business needs, wants and expectation. Knowledge strategy as value relationship between employee, system and customer should be evaluated periodically to keep enterprise’s capacity to deliver product and service dealing with cost, competitive value advantage and time as triple crown objectives. To grab the market, exploit it and win the business speed of knowledge (who know how) creation is one of early initiative to solve the problem, improve and remove internal process effectively based on customer expectation and strategy focus organization. However this organization’s level of strategy can not be copied from best practice implementation from benchmark competitor as differentiation that difficult to imitated to lower level as team learning and personal mastery of individual level. Dynamic situation produce a lot of silo information and challenges as barrier to create shared context (ba) as essential place for knowledge creation such of externalization (metaphor and analogy) and combination for internalized innovation and continuous improvement. Competitive advantage should be built from individual, group, organization and external entities ontologically. How can we use simple way and daily practice to overcome this complex relationship problem? Is there any practical wisdom to create effective solution for here now need rather than then there normative management approach to align with organizational strategy objectives?

minto pyramid

We do from what we think and we get from what we do. The first step toward this solution’s journey is using same structured approach logic of thinking, writing, problem solving and presenting as effective shared context and communication as knowledge socialization in individual level based on organizational problem issue. This personal mastery based on knowledgeable enterprise mission will build wining and learning team that can externalize their expertise to create new knowledge to fulfill organizational nutrition to survive, growth and sustain.

One of practical methodology known as “Minto Pyramid Principle” that use simple classic pattern of story-telling-Situation-Complication-Question and Answer (SCQA) that using pyramid as natural sorting information in human brain memorizing work. The mind cannot hold more than about seven items in the short term memory at any on time, so it start to group them into logical categories to be retained. The mind naturally sorts information into pyramidal groupings to comprehend it. Ideas that arrive pre-sorted into pyramids are more easily understood. A pyramid structure should therefore be the natural form for communicating. In telecom enterprise’s context, this structural logic can be aligned with structural pyramid process dealing with eTOM as organizational network analysis. Vertical and horizontal relationship can be used as effective shared context that enriched with effective logical of thinking and problem solving. This value relationship will force enterprise to create more solution and improving internal process and capacities to response dynamic market to win the business.

Jump to Minto Pyramid Spatial free-ap2s with knowledge object relational learning …
Learn spatial learning object free-ap2s Next Generation OSS (eTOM, SID, TNA and TAM) …
Learn Social Networks in spatial learning object based on free-ap2s …
Read SCQA Framework from Barbara Minto official website …
Read Magical Number Seven Wikipedia …
Read The Pyramid Principle & Logical Development by Robert Machin …
Read Hierarchically structured logic, thinking and communication …
Read the most common mistakes made when using the minto principle by Stormer …
Read logic of writing with Minto Principle by ConsultingMethodology …
Read Minto Principle in The Encyclopedia of Operations Management by Athur Google Book…
Read Minto Pyramid the structural thinking pdf by Gatterbauer …
Learn Minto Pyramid Mind Map visually by RICHARD HARE …
Read using SCQA Minto Pyramid with example Soller Thoughts …
Learn using Minto Principle for writing Equity research reports, Business plan, Strategy reports pdf …
Read Minto Pyramid in market research presentation approach by Sarstedt google book …
Read Differences Minto Principle with Narative Document (DN) by Silva and Henderson …
Read The Benefits of Top-Down Thinking & Why it is Critical to Entrepreneurs by MARK SUSTER …
Read using deductive and inductive in structured thinking by Dave Pollard …
Learn Pyramid Principle introduction workshop MBA Library …

Written by astimen

March 24, 2012 at 2:05 am

eTOM and Web 2.0 as Value Relationship Management

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We work in agile organization that response Third Generation Knowledge Management (TGKM) dealing with value relationship management in social networking era that move towards Forth Generation KM (FGKM) that more aesthetic, relationship, subjective practical wisdom knowledge creation here now rather than there. It is not only focus on financial profit but keeping in balance more social profit as an peace and harmony networks. There is another domain that react as compensation of this rapid change of social capital value from Web 1.0 towards Web 2.0 even Web 3.0. From Information resource, high role of collaboration and affect decision towards more generate new information based on semantik web and personalization. Scientific Management that focus to control all process for valuable service to customer will move forward to Customer Expectation Management. Find the best trade off between inside out and outside in approach to win the successful outcomes. Web 2.0 represent the power of hidden social network that should be align with enterprise strategy dealing with how service can be deliver based on triple crown principle: quality of services, cost and delivery time.



One of important issue in Knowledge Enterprise is service standardization to make integration easier based on valuable partnership interdependently and using the same shared context to create knowledge and enrich service differentiation to win the business. eTOM as global generic process shared context take a benefit role for improving process out come especially in first level of organizational value. Most of standardization is product of not profit organization based on community of practice that tend to decide critical issue with best consensus as market driven as Web 2.0 evidence. This value driven force to network provider more flexible to manage internal resources and fit service delivery requirements with global service standardization as value relationship that change in dynamic customer need, wants and expectation. Service standardization itself force to more flexible, manageable and customize package that shift their role from inside out domain toward outside in valuable shared context should be achieve in continuous improvement effectively. eTOM has a wide range of process library vertically and horizontally that used as best process shared context with knowledge creation dealing with value relationship among information, materials, human resource, ITs and outcome control feedback both positive double loop learning or negative feedback single loop learning. eTOM will be shifted towards Web 2.0 and Web 3.0 environment that tend not to thinks complexity with control all internal value network in fact not usually match with customer need and expectation. With Web 2.0 standardization firm can focus to improve or remove internal process and achieve global service standardization as value shared context among providers and customers.

MEF 2.0etom ba

One of global standardization of telecom service is ethernet called Carrier Ethernet standardized by Metro Ethernet Forum (MEF) supported by Iometrix as global non profit ethernet community based on Web 2.0 movement social network business era. There are new layer of foundation in MEF/CE 2.0 that match with market driven community: Class of Services, Managed and Interconnected. All of requirements of this valuable shared context should be tested successfully by all providers to prove their have capability enough and assure Standardized Quality Of Service in value relationship global network with flexibility creating internal differentiation to win the business and grab the market. MEF move towards from rigid network element standardization and configuration to global interconnect program that more focus to service domain where all nodes of value network relationship share their know how to provide better service and customer outcomes in clear shared context as innovation process, product and services.

MEF Global Interconnect Defined: “The interconnection of autonomous Carrier Ethernet networks to enable standardized and streamlined delivery of MEF-certified Carrier Ethernet services with end-to-end Class of Service, management and protection. Since 2001 when the MEF was formed, Carrier Ethernet services and networks have grown from almost zero to a US$22 billion in 2008 to US$34 billion in 2013 having a $142 billion 5-year total 2009—2013. Acheiving significant milestones along the way, the MEF’s strategy between 2008 and 2010 incorporates all elements for global Ethernet Interconnect including service levels, ENNI, management and processes such as provisioning, into place to enable Ethernet services throughout the world.

Read Global Interconnect description from Metro Ethernet Forum (MEF) site …
Read MEF Services Certification Program from Iometrix …
Read Web 2.0, Web 3.0 Wikipedia .., Web 3.0 Marvel and Service Web 3.0 …
Watch Web 2.0 from youtube smart tv and difference between Web 1.0 vs Web 2.0 and their evolution …
Read The use of Social Network Analysis in Innovation Research pdf …
Watch short understanding about KM in you tube and Enterprise Analysis Knowledge Area …
Read Social Network is the essence of innovation pdf …
Read The Social Network Behind TELECOM Network pdf …
Read Mobile Service Pricing Strategy Analysis from Social Tie and Network Effects …
Read Pipeline Magazine on article Machine to Machine (M2M) Landscape …
Read Service Activation Using MEF Service Attribute Mappings to Element Management by Pugaczewski …
Watch Introducing the Second Generation Carrier Ethernet CE 2.0 youtube …
Read Accelerating Revenue through Carrier Ethernet Service Differentiation by infovista pdf …
Watch It’s Just the Beginning for Carrier Ethernet from youtube …
Learn Carrier Ethernet Services Overview PPT from MEF …
Learn eTOM framework through free-ap2s spatial page and download eTOM xls file with comments…

Written by astimen

March 10, 2012 at 5:08 am

Social Network Analysis as a weapon to drive eTOM Process get highest outcomes

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In this social network era there is Social Network Analysis (SNA) or Organizational Network Analysis (ONA) as a weapon to drive processes more effective to achieve Successful Customer Outcome (SCO) dealing with capability to map relationship all node in a lot of different needed context. To provide this valuable issue in Third and forth Generation Knowledge Management we already create page “Social Network Role” based on web mind map and links use free-ap2s. Hope this page useful for us.

rob cross sna

Jump to Social Network Role Page …

Written by astimen

February 21, 2012 at 2:33 am

eTOM and process based organization to drive customer outcomes

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Enterprise should agile to response customer’s needs and want called Customer Voice and Experience with managing them properly. Strategy should be chosen based on knowledge and social network era dynamically and difficult to be overcome with old organizational control such of reporting, financial transaction and compensation policy only. Strategy should drive process and process will drive organization.



To afford of this complex situation we can use process as core of enterprise value to survive, growth and sustain as a baseline to design organization development (OD) with different paradigm and view from old approach such of function, product-division, project, matrix and team based. eTOM has a complete references with domain functionality process and core end to end processes that can be used easily as baseline of process-based organization development to force telecom enterprise deliver highest quality of services, improve revenue and profit, decrease cost and match with successful customer outcomes (SCO) based on the outside in approach effectively.

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There are several key ways dealing with Process Based Organization: (1) design and manage end to end business process rather than tasks, (2) measure and menage process-level result instead of departmental efficiency, and (3) think in terms of customer goals instead of localized functional goals. This approach create balancing an organizational’s functional and horizontal orientation and maintaining the balance needed between vertical (functional hierarchy) and the horizontal (processes), to achieve the short and long-term health of organization. The Unique element in this approach is called “Process Owner” that do not process control, however they can just strive to shape business practice by using informal influence and power. (Hernaus:2008)
Refer to knowledge engine (Baird-Henderson) approach that use two engine cycle metaphor between strategy capability and production capability in dynamic alignment need process owner to guide execution and set up the condition of learning and create reflection to balcony view as a result and capturing lerning to inform strategy. Functional element can be put in optimum element as central of knowledge and excellencies to decrease gap between horizontal requirements and organizational capabilities.

Read Organizational structure and control pdf by Prof. Dr. Bernd Venohr …
Read Process-based Organization Design Model pdf by Tomislav Hernaus …
Read from structure to process pdf by Kai Artur Simon …
Read Organizational Structure in Process Based Organization by Wim Vanhaverbeke and Huub Torremans …
Read Organigraphs: Drawing how companies really work. Harvard Business Review …
Read Becoming A Process-Focused Organization by Daniel J. Madison …
Read slide share Organization Design and Structure …
Read Process Based Organizational Transformation …
Read slide share Diagnosing Organizational Effectiveness toward corporate sustainability …
Read The Process Based Organization A Natural Organization Strategy by Crosetto Google Book…
Read The New Faces of Organizations in the 21st Century Complete Process Based Org by Hernaus Goole Book
Read Process innovation: reengineering work through information technology by Davenport Google Book..
Read Where Have All the Process Owners Gone? HBR Brad Power and How to help them succeed …
Read Process Ownership of Sustained BPR Success by Neilson …

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