Astimen's Blog of KM Telecom

Knowledge Management and Business Process Integration Learning

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…

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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 …

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

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