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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.

social networksocialnetwork

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 …

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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 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 …

Outside in process approach and eTOM in Customer Centric Enterprise

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There are two process approachs, inside out and outside in. We need both of them. However in general people tend to think and act based on inside out approach. Think and Create best solution and deliver it to their customer in one way without assurance it will be match with customer satisfaction and need. In fact we don’t know what exactly customer need and wants based on complex and dynamic relationship with all aspect that affect customer especially in this social network and third generation knowledge management.

Customer Centricetom


Two things have changed. First, Outside-In today extends far beyond identifying opportunities. While full scale OI starts by aligning strategy with customers,it continues by next aligning process with strategies and then technology with process. In that order. More specifically, following opportunity identification OI determines “what” work has to be done by “who” in order to turn opportunity into reality. This strategic step defines organizational change as well as changes to workflow and information flow. Then OI defines “how” the work should be done and the technology enablement required, the tactical side. Not only does Outside-In expand the scope of customer-centric thinking to include implementation; but it also stretches traditional boundaries of process to include the “what” and the “who” plus technology support–beyond just addressing the “how.” And that’s why we call it “Outside-In Process.”

The second change is the volume of Outside-In occurring. A number of organizations have already completed the migration from “inside-out” (company-centric) to Outside-In (customer-centric). Others are opportunistically starting to migrate. And some laggards within their own industries have moved or are moving defensively, to avoid the fate of Circuit City, CompUSA, WAMU (Washington Mutual Bank), General Motors and Northwest Airlines–all notoriously inside-out companies insensitive to customer needs (Dick Lee )





eTOM has complete end to end process with 5th decomposed process outcome’s level that can be used as process map to identify process scope that should be improved based on Customer Need and Succesfull Customer Outcomes (SCO). One of practice methode is CEM Methode (Customer Experience Management Methode) developped by BP Group that means of improving existing business processes or designing new business processes to align with customer needs. It works by focusing each process on a specific customer outcome to be achieved, and by designing the process from the outside of the organization to the inside of the organization, hence the term commonly used “outside-in”. By the systematic analysis of three key components inherent to every process, organizations can achieve greater customer alignment. CEM Method combines three key components are Moments of Truth (Customer interactions), Breakpoints (hand-offs) and Business Rules (decision points). We aim to eliminate or improve these three components to bring them into alignment with the process’s successful customer outcome.

CEMetom

Proper combination between eTOM and CEM Method will create new outside in approach in telecom industry that force enterprise to be Customer Centric Enterprise faster than inside out approach effectively. We now should put eTOM Process Framework as a map scope that can be used to improve truly based on SCO, not as an inside out complex subjective design and implementation. There are two fundamental option to achieve customer outcomes to be customer centric organization. Remove not useful process or improve them with suitable step dealing with dynamic complex customer need, wants and expectation.

Read The Outside In Corporation by Barbara E Bund Google Book …
Read Outside-In Process: The New Path to Customer-Centricity …
Read Outside-In Process Improvement and Innovation for 21st century leading companies …
Read High Yield Method Building Customer Centric Organization …
Read Customer Experience Management Methode (CEMMethode) BP Group …
Read The Center for Creative Leadership handbook of leadership development Google Book
Read Linking Process, Procedures & Business Requirements to Successful Customer Outcomes …
Read Identifying customer needs …
Read Identifying And Fulfilling Customers’ Needs And Expectations …
Read Assessing the service needs and expectations of customers – no longer a mystery …
Read Enterprising nonprofits: a toolkit for social entrepreneurs Google Book Page 210 …
Read Building great customer experiences By Colin Shaw, John Ivens Google Book …
Read Customer Experience: Future Trends and Insights By Colin Shaw Google Book …
Read The DNA of customer experience: how emotions drive value By Colin Shaw Google Book …
Read Revolutionize your customer experience: Colin Shaw Google Book …
Download Moments of Truth Make every customer interaction a Profitable one BPG pdf …
Read Successful Customer Outcomes by Steve Towers and SCO New Thinking
Read Four distinctly Outside-In ways that you can rethink process by Steve Towers …
Download and read Turbo charge your business by aligning with successful outcomes BPG pdf …
Read Successful Customer Outcomes : New Answers to Old Questions BPM …
Watch Interview of Steve Towers about “Outside In” Perspective …

Written by astimen

November 28, 2011 at 6:02 am

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 …

Written by astimen

August 26, 2011 at 3:19 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

eTOM and Organizational Capability for Performance Improvement

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Performance is defined by value results, accomplishment, or contribution of an individual/team or an organization, regardless of preferred or mandated processes (Gerson and Watkins, 2007). Organization should create such of capabilities to improve performance to win the business dynamically. Organizational Capability is ability of a firm to manage the people to gain a competitive advantage. Building organizational capability focuses internal organizational processes and system on meeting customer need and ensures that the skill and efforts of employees are directed toward achieving the goals of the organization as a whole. In this way employees become a critical resource for competitiveness that will sustain itself over time (Ulrich and Lake, 1990). eTOM has complete process decomposition that can be used as proper starting domain to implement suitable change management and intevention program to improve organization capability from individual and group level towards organization level dealing with improved performance outcome. We can start from organizational level output and outcome scoring to make sure all core stream end to end process running well to achieve performance target. With comparing to competitor for judgement in competitive advantage value of internal process, we can decompose lower level of chosen stream to domain functional processes and scoring output and outcome dealing with end to end process to identify performance’s gap and create single and double loop learning as program intervention.

NDC Performance Gap MeasurementNGOSS

Based on Workflow Analysis we can create Root Cause Analysis to identify core problem to be solved with generative learning of value relationship between six enabler such of raw input (material and information), human resources, tools (device and ITs), processes, output and outcome in three dimension readiness, alignment and integration. Initial observation can be done by using baldrige scale of process (Apporach (25), Deploy (50), Learning (75) and Integration (100)), and output-outcome (Level (25), Trend (50), Compare (75) and Integration (100)). eTOM based on enterprise value chain is easy process framework that provide value relationship about domain process dealing with other process vertically and horizontally for enterprise to make such of differentiation in core process and create knowledge in lower level to group and individual level in optimum alignment as common enterprise’s problem in shared meaning, effective measurement and performance management dynamically.

Vrio Framework

Refer to Competitive Advantage based on VRIO Framework (Value, Rarity, Imitability and Organization), there are three element dealing with how to organize enterprise to build competitiveness and exploit resource and opportunities such of control system (financial and culture), reporting and coordination and compensation policy. Building KPI feedback and knowledge of outcome result based on core process from organization level towards lower level process intervention of generative solution to control performance in one of essential initiative today as social network era and control flow of third generation of knowledge management. eTOM will provide large span scope and aspect of analysis control with speed of knowledge and value creation from individual’s level to organization’s level with their complex value relationship management as knowledge flow qualitative and quantitative business process to enterprise.

Read Organizational Capability:competing from the inside Ulrich adn Lake Google Book…
Read Performance By Design Gerson and Watkins Google Book …
Read The SAGE Handbook of Organizational Behavior: Micro approaches Barling and Cooper Google Book…
Read Link to Strategy enabling the agile enterprise Dennis Stevens …
Read People Capability Maturity Model (PCMM) from IQMS …
Read Human Capability Development Dr Marcus Bowels pdf …
Read Work Design Theory review and critique with implication of HR Development by Torraco …
Read internal analysis pdf …
Read Implementation of VRIO Framework doc …
Read single loop and double loop learning by Apin Talisayon Blog…
Read Diagnostic tools for learning organizations by Raili Moilane pdf …

Written by astimen

July 30, 2011 at 5:34 pm