Astimen's Blog of KM Telecom

Knowledge Management and Business Process Integration Learning

Archive for August 2011

eTOM and Shadow System

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Knowledge Management is such of nutrition for the enterprise to survive, grow and sustain. It is not only best track to make firm bigger from Small Medium Enterprise (SME) to be large enterprise however we need such of shadow system to ensure firm can life in a long time with providing valuable product and service. eTOM provide on end to end process in Enterprise Management Group Process called Knowledge and Research Management. This process provide shadow system as knowledge based layer behind legitimate system processes that clearly shown and decomposed from organization level, group level and individual level. We can focus to measure KPI of end to end process and perform negative feedback loop and single loop learning as business system layer activity based on formal rule and encourage shadow system with subject Matter Expert (SMEs) involved to perform positive feedback loop to increase “energy” and double loop learning with knowledge creation based on chaos creativity. This two different cycle should promoted and managed with flexibility leader in proper field align with corporate vision, culture and technology that tag tacit and explicit knowledge.

etom shadow

Read Positive and Negative Feedback Loop
Read Knowledge Management in Small Medium Enterprise pdf …
Read Interaction of the Legitimate System and the Shadow System in Organisations pdf …
Read organizations and the dynamics of the environment by Rob Dekkers Google Book …
Read Engineering and product development management: the holistic approach by Armstrong Google Book …

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Written by astimen

August 26, 2011 at 3:19 am

Building Corporate Learning Center based on eTOM

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Corporate Learning Center is one valuable initiative about employing learning as critical weapon in the fight of organization’s success. It is about strategies, tactics and people. It is about special individual who makes things happen and the tools and techniques they employ, handling a proactive organizational performance-focus role to deliver benefit of learning (David Mackey,Siân Livsey, 2006)

learning change livsey

Read on page eTOM Learning Center …

Written by astimen

August 8, 2011 at 4:53 am

eTOM and Enterprise Risk Management Control System

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Refer to dynamic strategy as a consequence of dynamic business value relationship in open system, firm should integrate output’s and outcome’s KPI with Risk Control system to mitigate situation and knowledge flow to keep survive, growth and sustain. Harmony combination cycle between strategic Capability and Production Capability that can be aligned with generative learning process is one of effective internal response towards competitive environment that should be managed in trade off point of risk and opportunity. Acquiring process of production capability should involved both of KPI’s achievement and risk level that should be mitigated as part of single loop and double loop learning by subject matter expert and other value relationship management. eTOM has provide effective three dimension to map and locate risk, identify, measure, monitoring and control risk and KPI to create feedback, structure knowledge and target it dealing with proper time, resource and outcome.

COSO ERMKnowledge engine etomsingle loop and double loop learning

Enterprise risk management is a process, effected by an entity’s board of directors, management and other personnel, applied in strategy setting and across the enterprise, designed to identify potential events that may affect the entity, and manage risk to be within its risk appetite, to provide reasonable assurance regarding the achievement of entity objectives. eTOM provide Core process of Enterprise Risk Management in Enterprise Management Process Group that have several lower level such of Business Continuity Management, Audit Management, Security Management, Insurance Management, Fraud Management, Revenue Assurance Management and IT Infrastructure Library dealing with risk management. We can provide effective measurement for monitoring and controlling KPI and Risk indicators in suitable ontological process level to mitigate risk in proper process, owner, knowledge and problem solution relationship.

The illustration title is “COSO ERM Framework,” and its source is COSO’s report entitled Enterprise Risk Management – Integrated Framework, dated September 2004. Enterprise Risk Management (ERM) requires an entity to take a “portfolio” view of risk that examines the entire organization, from the enterprise level, to a division or subsidiary, to the level of a single business unit’s processes. The figure consists of eight interrelated components on the front, which are integral to the way management runs the enterprise. The components are linked and serve as criteria for determining whether ERM is effective. This illustration is a three dimensional cube that has interrelated components that will be described from the top, front, and side. The four areas across the top from left to right are Strategic, Operations, Reporting, and Compliance. The eight front components from top to bottom are Internal Environment, Objective Setting, Event Identification, Risk Assessment, Risk Response, Control Activities, Information & Communication, and Monitoring. The five areas on the side from back to front are Subsidiary, Business Unit, Division, and Entity-Level (www.nysdot.gov/recovery-transparency/coso-model-internal-controls-longdescription)

Read COSO Enterprise Risk Management Framework pdf …
Read Enterprise Risk Management Overview …
Read ERM and Value Chain Process Mapping …
Read Enterprise Wide Risk Management …
Read Start Your Enterprise Risk Management Process with Diligent Risk Planning …
Read Organizational Learning and managing change and conflict …

Written by astimen

August 3, 2011 at 4:54 am