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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.

sco_pbo

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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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 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

Astimen PHP Process Simulator (free-ap2s) and Knowledge Value Chain

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Today is knowledge and social network era based on Third Generation Knowledge Management (TGKM) that force all nodes in world wide create value in relationship management dynamically. Speed of “know how” creation can not overcome complexity informations flows that change all context as a feedback to us how to respond effectively to survive and growth. However all of this “flows of knowledge” is the biggest resource should be connected as value creation based on personalized context in delivery service and product. It’s free on the clouds to be integrated in continuous shared value that help each other embodied this learning to internal processes to keep sustain. One of them is NGOSS framework based on OOAD (Object Oriented Analyzed and Design) as standard Operation Support System of Business Value Chain combine with free open source software for starting journey of learning organization.

integration framework

Integration need approach, deployment and learning as a combination among activity, data/information, human resource, IT Tools, Output and Outcomes. Sometimes it’s a difficult to create value in processes because it will depend on IT’s as a mandatory enabler in this era dealing with Return Of Investment (ROI). However value of integration itself are stream processes from individual, group and organization level as differentiation area that can not be standardized, however should be created by processes owner.

free-ap2s from aesthetic process to system

This Free Astimen PHP Process Simulator (free-ap2s) is one approach to address this situation to provide simple package that allow process owner focus in creating value processes with all other enabler for free. Process owner will shared their model to others and enrich new approach, simulate them before deployment based on suitable and measurable enterprise application package.

Read and Get Shared free-ap2s Source Code and join this Learning Journey….

Written by astimen

April 21, 2011 at 6:48 am

Job Characteristics Model and eTOM value creation

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eTOM has Enterprise Management to support value creation to customer base on integration between strategic and operational stream processes. One of seven stream processes is Knowledge and Research Management. Refer to Social Network era that knowledge information’s flow affect Management in Telecom Knowledge Based Enterprise (TKBE). It forces value creation in all relationship’s outcomes (employee, organization, customer and open system social capital) rather than increase control in all processes output with continual and spiral research’s interventions. Employees come to firm execute process with tools to generate output as knowledge input to successor activity as outcome customer value creation. This scenario is well plan lead of strategy customer focus relate to all other component that should be analyze and create new approach of intervention in all level (strategical, tactical and operational) processes (eTOM zero to fifth level dealing with organization, group and individu). eTOM provide “what should we do” in zero to third process level as information that move in knowledge value chain to “Know How” and is implemented proper dynamic configuration and relationship with employee’s motivation in outcome creation.

nulletom level

Job Characteristics Model (JCM) by Hackman and Oldham’s can be used as intervention’s variable dimension dealing with Knowledge Engine as intervention action will be rich kaleidoscope change management to gain performance level and win the business. Social Network Analysis (SNA) can be monitored based on periodic employee self assessment to keep positive total value of all relationship in enterprise entities based on eTOM taxonomy. Knowledge Creation of Production Capability Cycle (acquire, structure and target) can be used to increase JCM’s core dimensions (task identity, task significance, skill variety, feedback and autonomy) and affect performance dependent variable in each stream as a part of regular system activity to respond dynamic social network business environment.

Read Quality Management and Formalization in Social Service Organizations Christof Beckmann …
Learn Human Asset Management Approach by Edu-FinnTrack …
Read Job Design BRIAN FRANCIS REDMOND…
Read PREDICTING INTERVENTION EFFECTIVENESS WITH THE JCM SALLIE J. WEAVER pdf …
Read Performance Concepts and Theory by Sabine Sonnentag pdf …
Read PPT Job Characteristics Model …
Read JCM in Google Book Undestanding Management Richard L. Daft …
Read Complete JCM review in Organizational behavior John B. Miner Google Book…
Research methodology step by step Kumar google book … and 124 slides PPT File
Read Robin and Judge Organizational Behavior JCM on Chapter 7 ppt …
Read JCM on The Psychology of Work and Organizations Oleh Steve Woods google book …
Read Integrating job characteristics, sociotechnical systems by Farias, Gerard, Varma, Arup…
Read Meaningful Work as Part of the Meaningful Life by By Kathryn Britton…
Read Mediating and moderating effects in job design by Gary Johns, Jia Lin Xie, Yongqing Fang …
Read JCM and Maslow approach … download and Read PPT
Read Organization Theory and Job Design pdf …
Read Does Job design influence motivation? by V S Rama Rao …
Read Effects of Task Autonomy on Performance by Claus W. Langfred and Neta A. Moye pdf …
Read The meaning of work, mental health and organizational commitment by Estelle Morin pdf …
Read Feedback and Knowledge result in Performance measurement by Winston Bennett google book …
Read knowledge result in Understanding Organization by Charles B. Handy google book …
Read Harvard Team Diagnostic Survey (TDS): Development of an Instrument pdf and using TDS URL with showing sample result…
Read Cummings comprehensive model for diagnosing organizational systems google book …
Read Leading Teams, setting the stage for great performances J Richard Hackman online eBook ….
Read Driving Team Effectiveness Korn/Ferry Institute pdf …

Written by astimen

April 10, 2011 at 1:52 pm

eTOM and Quality Improvement Measurement Model

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How to measure continuous improvement in telecom processes area effectively? eTOM can be used in knowledge based context that changes and should be monitored in change management intervention to drive performance and align with firm’s strategy. Refer to generic process model : input (information, Resource,Tools), process, output, outcome. This model can answer the question : what area should be improved to create valuable outcome?. There are three dimensions based on Kaplan and Norton’s strategy maps that should be known, measured and managed : readiness, integration and alignment. Finally we can use Malcolm Baldrige measurement criteria for scoring in a wide time frame change management kaleidoscope based on process point (approach, deployment, learning, integration) and result point (level, trend, comparation, integration). Knowledge Engine can be put in this relationship to accelerate speed of problem solving to accommodate context change such of personalization, dynamic pricing, connectedness and customer communities based on web 2.0, hypertext organization and Third Generation of Knowledge Management.

eTOM Measurement Quality Model

eTOM has dynamic context usage that force short term production operation area and strategical approach align together to drive performance in value chain such of : functional domain, end to end business stream, management authority level (Organizational RACI tools), enterprise management and social capital dimension (employee, stake holder, share holder, supplier/partner and customer).

Knowledge Eninge Model Baird-Henderson

Read K-Engine, how to create fast cycles of knowledge-to-performance by Lloyd Baird Google Book…
Dowload PDF eTOM Amdocs Reference of Readiness Processes …
Download PDF SID Amdocs Reference of Readiness Shared Information and Data (SID) …
Dowload PDF TAM Amdocs Reference of Readiness IT Application…
Read and Download Training Zone ITIL v3.0 Framework Poster of Readiness IT Delivery Services ….
Read and understand usage of Malcolm Baldrige 2011 Criteria …
Read Making Sense of Change Management Google Book …
Read eTOM and Kaplan Norton Strategy Map and Book Executive Summary…
Read Value Creation through Next Generation Service Management Comarch pdf …

eTOM and more connection of Leadership for 21st century

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eTOM has high capacity to afford world changing of integration between management and speed of changing in social network era known as Third Generation of Knowledge Management (TKGM). The high speed of accessing information and how all entities connect in social network will create dynamic driving objective for customer to change their needs and wants that produce information flows in enterprise’s internal business processes more difficult to control, track and manage. Relationship management that connect all node of processes should be understood, tracked and managed to produces value creation dynamically in still connection effort to control critical and core valued process based on VRIO Framework. eTOM facilitate this situation with horizontal domain function and vertical stream processes to analyze this issues and make intervention priority to increase valued connectivity that align with business goals and win the competition.

still connectedbusiness km

The first generation of knowledge management could then be characterized as being focused on information
sharing, information repositories, and intellectual capital accounting. The second generation brought in the concepts of tacit knowledge, social learning, situated and embedded knowledge, and communities of practice. On a more practical level second generation knowledge management emphasized that knowledge management is about systemic organizational change where management practices, measurement systems, incentives, tools, and content management needed to be co-developed (Tuomi, 1999).
The third generation will also emphasize the link between knowing and action. Here it will, however, hit the basic constraint of all social systems. To make knowledge real, it is not sufficient that one single individual knows and acts based of her knowledge. All knowledge is inherently social and cultural, and organizational knowledge can only be realized through change in organizational activity and practice. Knowledge creation implies social revolution. (Tuomi-2002)
eTOM has 5th level of processes consist of standardized objective processes framework (zero to 3rd level) and subjective differentiation value process creation based on enterprise dynamic strategy (workflow of 3rd to 5th level). This framework provide 14th connected stream processes and four core critical domain in value chain relationship internal and external business entities. TM Forum provide also what we known Shared Information and Data (SID) to manage information flow in these processes that should be tracked and managed their value creation connectivity for leveraging all intangible assets (employees, organization, customer, social capital) to create value in this social network era.

Read Transforming Public Leadership for the 21st Century by Ricardo S. Morse Google book ..
Read PDF Leading IT Transformation in a Quantum Change Environment …
Read Managing the 21st Century Organization PDF by Valdis Krebs …
Read Company blog on how social capital is transforming business, culture and social change blog…
Read The Meaning of 21st Century Business by Peter Fingar …
Read the future kowledge management PDF by Ilkka Tuomi…

Written by astimen

February 28, 2011 at 2:48 am