Organisational Culture Barriers to Knowledge Management Implementation: An Action Research Study Simon Walker Southern Cro...
Agenda <ul><li>Setting the Scene </li></ul><ul><li>Solution Centred Support </li></ul><ul><li>Deployment Framework </li></...
Setting the Scene <ul><li>Telecommunications Industry Meltdown </li></ul><ul><li>Suppliers Rationalising Product and Servi...
Setting the Scene – Support Organisations Source: CSC 1997, Getting Started With Solution-Centred Support, Customer Suppor...
Knowledge-Centric Approach <ul><li>Operational Efficiency Improvements not enough </li></ul><ul><li>The capture and exploi...
Solution Centred Support Source: CSC 1997, Getting Started With Solution-Centred Support, Customer Support Consortium.
KM Initiative Mission <ul><ul><li>Enable and Encourage to share knowledge and experiences </li></ul></ul><ul><ul><li>Estab...
KM Initiative  <ul><li>Your knowledge portfolio = time and money saved  Here’s some examples of how you might leverage you...
Cultural Diversity of Deployment <ul><li>Germany </li></ul><ul><li>United Kingdom </li></ul><ul><li>France </li></ul><ul><...
Schein’s Culture Model <ul><li>A pattern of basic assumptions that the group has learned as it solved problems of external...
Trompenaars Culture <ul><li>Is a dynamic process of solving human problems/dilemmas in the areas of: </li></ul><ul><li>Hum...
OC Barriers <ul><li>Universal or Particular Deployment Framework </li></ul><ul><li>Transaction Culture </li></ul><ul><li>A...
Dilemma Process Recognition Increase awareness of one’s own cultural perspective Respect Appreciate cultural differences R...
Dilemma Reconciliation <ul><li>What is the most effective methodology for </li></ul><ul><li>Deploying initiative? </li></u...
Central/Particular Reconciliation Central Model represents Universal Systems and Processes Particular Model  Particular Ne...
Value Tensions Particular needs of Country Universal Roll-out
CC Adopts their own Values Universal Roll-out CC In Country compliance Initiative partially deployed X (1, 10) NO RECONCIL...
CC Abandon Their Values Universal Roll-out CC Particular  needs of Country Everyone does there own thing NO RECONCILIATION...
CC Compromise Their Values Universal Roll-out CC Particular  needs of Country 5,5 Split the  difference And irritate both
Reconciliation Universal Roll-out CC Particular  needs of Country In Country Champion Deploy Universal process integrating...
Bibliography <ul><li>CSC 1997, Getting Started With Solution-Centred Support, Customer Support Consortium </li></ul><ul><l...
Back Up Slides <ul><li>WBS </li></ul>
WBS Project  Process Change Management Culture Quality WBS Develop Project Definition Report Organise Resources and Approv...
Upcoming SlideShare
Loading in …5
×

Reconciling Oc Dilemmas The 4th International Connference On Knowledge, Culture And Change In Organisations

637 views

Published on

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
637
On SlideShare
0
From Embeds
0
Number of Embeds
5
Actions
Shares
0
Downloads
0
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  • Background The rationalisation of the telecommunications Industry
  • Support organisations face enormous challenges in the telecommunications market owing to the growth, complexity and diversification of technology products. The main challenges can be categorised as {CSC, 1997 #142}:         Falling margins         Increasing complexity         Rising costs         Increasing customer demand Decrease in profit margins. Profit margins are decreasing as technology products move towards commodities, and competition saturates markets with ever-increasing numbers of products. This impacts the customer support organization by reducing budgets and increasing revenue targets. Rise in administrative and operational costs. It is becoming more expensive to provide the resources and infrastructure necessary to sustain a support organization. Necessary costs include hiring, training, and keeping quality support analysts; purchasing and upgrading hardware and software; and, maintaining state-of-the-art facilities. These costs are compounded by the continuous rise in the amount of resources required to support an increased number of products and customer requests. Increase in customer demand. Customer demand for quality support is increasing. Today, there are more technologies and products in the marketplace, and more people using technology products than ever before. This wide-spread adoption of technology has included a dramatic rise in non-technical users requiring support, who do not have or want deep technical expertise, but do expect their vendors to solve any problems that occur. As a result, the baseline for support has increased, with greater demands for new value-added services. Increase in product complexity. Requests for support are becoming much more complex due to the advent of open systems, client/server computing, and the interdependency of technology products in a computing environment (for example, networks, software, hardware, and communications products expected to “plug and play” together). Products are becoming so complex that they surpass the ability of any individual support analyst to fully understand them.
  • The business strategies of the entire organization can be improved once solutions are recognized as the core asset and product of the support business. Each strategy leverages specific aspects of solution knowledge to improve and optimize the business, and directly benefits from the growth and improvement of the organizations’ solutions Self Service The solution self-service strategy seeks to propagate solution information outward, as close to the customer as possible. When relevant and well-crafted solutions are available, effective self-service increases and progressively less expertise is required to resolve problems. Analysts are able to find solutions to support problems faster and more effectively. Junior analysts learn faster, require less ramp-up time, and can respond to a broader range of issues by applying known solutions. Ultimately customers can find answers and solve their own problems, reducing support calls entirely and empowering them with immediate, ‘on demand’ support. Just in Time Resourcing A solution-centered resource strategy provides a partnership between the support resources who leverage solutions to deliver knowledge wherever it is needed, and returns knowledge about customer needs and requests to keep the organization in touch with all of its customers. Well-crafted solutions will provide the necessary focus and clarity on how issues are addressed to maintain consistent support quality without compromising cost or flexibility. Value Services The role of customer support in the technology products industry has changed dramatically in recent years from being an add-on option to becoming a key point for market differentiation. Customers increasingly look for complex business systems from their product and service vendors that fully satisfy their specific needs for customizability, scalability, and efficiency. Improved products Solutions express the total customer experience for a particular incident, as they capture the problem situation, product information, analysis, and resolution. They form an explicit, integrated record of both the customer need and the product requirements. Solutions provide the actual details of how problems are encountered and addressed, the root causes of product defects, and the features that repeatedly require additional support to deliver value. Statistics on the type and number of solutions used (and reused) provide quantifiable data on how the customer’s needs are evolving, and identify which issues are the most expensive for the organization in terms of support resources and customer loyalty. In these ways, solutions provide critical information for engineering to properly strategize and optimize its product improvement activities. And, the resolutions themselves can help to lower the cost of correcting defects by providing specifics on how to address problems.
  • A pattern of basic assumptions that the group has learned as it solved problems of external adaptation and internal integration that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to these problems
  • Reconciling Oc Dilemmas The 4th International Connference On Knowledge, Culture And Change In Organisations

    1. 1. Organisational Culture Barriers to Knowledge Management Implementation: An Action Research Study Simon Walker Southern Cross University
    2. 2. Agenda <ul><li>Setting the Scene </li></ul><ul><li>Solution Centred Support </li></ul><ul><li>Deployment Framework </li></ul><ul><li>Organisational Culture </li></ul><ul><li>OC Barriers Experienced </li></ul><ul><li>Dilemma Model Approach </li></ul>
    3. 3. Setting the Scene <ul><li>Telecommunications Industry Meltdown </li></ul><ul><li>Suppliers Rationalising Product and Service Portfolios </li></ul><ul><li>Operators reducing CAPEX and OPEX spend </li></ul><ul><li>Technical Support Organisations Facing additional challenges </li></ul>
    4. 4. Setting the Scene – Support Organisations Source: CSC 1997, Getting Started With Solution-Centred Support, Customer Support Consortium.
    5. 5. Knowledge-Centric Approach <ul><li>Operational Efficiency Improvements not enough </li></ul><ul><li>The capture and exploitation of Knowledge provides sustained competitive advantage </li></ul>
    6. 6. Solution Centred Support Source: CSC 1997, Getting Started With Solution-Centred Support, Customer Support Consortium.
    7. 7. KM Initiative Mission <ul><ul><li>Enable and Encourage to share knowledge and experiences </li></ul></ul><ul><ul><li>Establish a Knowledge Management foundation that supports best-in-class customer experience </li></ul></ul>
    8. 8. KM Initiative <ul><li>Your knowledge portfolio = time and money saved Here’s some examples of how you might leverage your knowledge portfolio: </li></ul><ul><ul><li>Quickly deliver resolutions to customer assistance requests without time-consuming research, rework, testing, or other types of costly investigations; </li></ul></ul><ul><ul><li>Exponentially increase knowledge available to engineers; </li></ul></ul><ul><ul><li>Provide knowledge directly to customers as a proactive, added-value self-service feature; </li></ul></ul><ul><ul><li>Free up engineers’ time to spend better quality time working to improve the business service portfolio. </li></ul></ul>
    9. 9. Cultural Diversity of Deployment <ul><li>Germany </li></ul><ul><li>United Kingdom </li></ul><ul><li>France </li></ul><ul><li>Belgium </li></ul><ul><li>Netherlands </li></ul><ul><li>Poland </li></ul><ul><li>Russia </li></ul><ul><li>Italy </li></ul><ul><li>Portugal </li></ul><ul><li>Spain </li></ul><ul><li>Ireland </li></ul>
    10. 10. Schein’s Culture Model <ul><li>A pattern of basic assumptions that the group has learned as it solved problems of external adaptation and internal integration that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to these problems </li></ul>Source: Schein, Edgar H. 1997, Organisational culture and Leadership , John Wiley & Sons, San Francisco, CA
    11. 11. Trompenaars Culture <ul><li>Is a dynamic process of solving human problems/dilemmas in the areas of: </li></ul><ul><li>Human relationships </li></ul><ul><li>Time </li></ul><ul><li>Nature </li></ul>Source: Trompenaars, F. 2003, From Knowledge Management to Knowledge Leadership: KM Europe.
    12. 12. OC Barriers <ul><li>Universal or Particular Deployment Framework </li></ul><ul><li>Transaction Culture </li></ul><ul><li>Aggressive downsizing – low trust </li></ul><ul><li>Knowledge is Power </li></ul><ul><li>Objectives individually based </li></ul><ul><li>Competitive culture – Rationalisation pressure – inter Country conflict </li></ul><ul><li>Historical mental models </li></ul>
    13. 13. Dilemma Process Recognition Increase awareness of one’s own cultural perspective Respect Appreciate cultural differences Reconciliation Resolve cultural differences Dimensions and Time Dimensions and Process
    14. 14. Dilemma Reconciliation <ul><li>What is the most effective methodology for </li></ul><ul><li>Deploying initiative? </li></ul><ul><li>Centralised deployment </li></ul><ul><li>OR </li></ul><ul><li>In country deployment </li></ul>
    15. 15. Central/Particular Reconciliation Central Model represents Universal Systems and Processes Particular Model Particular Needs/Autonomy
    16. 16. Value Tensions Particular needs of Country Universal Roll-out
    17. 17. CC Adopts their own Values Universal Roll-out CC In Country compliance Initiative partially deployed X (1, 10) NO RECONCILIATION
    18. 18. CC Abandon Their Values Universal Roll-out CC Particular needs of Country Everyone does there own thing NO RECONCILIATION X (10,1)
    19. 19. CC Compromise Their Values Universal Roll-out CC Particular needs of Country 5,5 Split the difference And irritate both
    20. 20. Reconciliation Universal Roll-out CC Particular needs of Country In Country Champion Deploy Universal process integrating local needs
    21. 21. Bibliography <ul><li>CSC 1997, Getting Started With Solution-Centred Support, Customer Support Consortium </li></ul><ul><li>Schein, Edgar H. 1997, Organisational culture and Leadership , John Wiley & Sons, San Francisco, CA </li></ul><ul><li>Trompenaars, F. 2003, From Knowledge Management to Knowledge Leadership: KM Europe. </li></ul>
    22. 22. Back Up Slides <ul><li>WBS </li></ul>
    23. 23. WBS Project Process Change Management Culture Quality WBS Develop Project Definition Report Organise Resources and Approvals Management Education Knowledge Sharing Culture Embedded in standard work practices User, Coach and Champion Training Coach and Review Structure Operational Process Promote a Team Based Approach Solution Quality Maintenance Content Performance Management System Customer Satisfaction Cost Management/ Time Tracking Manage Project Scope, Milestone and Delivery Risk Management Review Communication to all Stakeholders Facilitation and Support

    ×