Astimen's Blog of KM Telecom

Knowledge Management and Business Process Integration Learning

Archive for the ‘Organizational Learning’ Category

eTOM and Human Capital in Third Generation KM

leave a comment »

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 …

Advertisements

Written by astimen

May 14, 2012 at 12:10 pm

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

with one comment

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

leave a comment »

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

leave a comment »

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

Building Corporate Learning Center based on eTOM

leave a comment »

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

leave a comment »

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

with one comment

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