Knowledge management readiness and planning management in Woodka - Bandung Craft Industry presented by Melia Handayani slides designed by DioSundoro

1. KNOWLEDGE MANAGEMENT READINESS AND
PLANNING MANAGEMENT IN WOODKA
(INDUSTRIAL CRAFTS)
M E L I A H A N D A Y A N I ( 2 9 1 1 7 X X X )
Final Project Advisor
(Nama Dosen), Ph.D
School of Business and Management
Master of Business Administration Program
Institut Teknologi Bandung
2019

2. The craft industry has become a trend anywhere.
The issue that move the government to promote entrepreneurship

3. CULINAR
Y
FASHION
CRAFT
67,66%
15%
15,70%
3SECTORS
CREATIVE INDUSTRY
OF INDONESIA

4. About WOODKA
Woodka is a product of Indonesian-made
wooden watches in online and offline.
founded in 2013
Local craftman to produce
its goods. Wood materials
used also come from
Indonesian wood.

5. ORGANIZATIONAL
STRUCTURE
Invetory
Officer
Marketing
Officer
Operation
Officer
Corporate Secretry
Finance
Officer
Retail & Event
Manager
Social Media
Manager
Creative
Design

6. Product of woodka
Products of WOODKA
kuru lemo loca mini loca
TIMEPIECES

7. Product of woodka
Products of WOODKA
CANVA
STRAPS
LEATHER
FULL
WOOD
TENUN

8. Trend of Woodka between Wooden watch

9. 2013
2014
2015
2016
2017
2018
Prototyping
Make sales from
various events
Make online shop
Innovation
strap on
Woodka
mini watches
Set up an offline store
Doing collabs
(ft. Dilla maharani)
Take out-the-box
version watch
New product phone
case
Using the brand
ambassador in sales
Do a workshop
Production of full
wood watches with
various colors
Using dealpos and
mokapos innovation
WOODKA Innovations

10. 2
1
How the KM Readiness in
the company?
Research
Questions
How to evaluate KM readiness
for Woodka employees?
3
What needs to be improve for
Woodka company?

11. 3
2
1
To evaluate the KM Readiness
for Woodka employees
Research
Objectives
To understand the KM readiness in
the company
To Improve Woodka corporation
for implementing KM.

12. FRAMEWORK
Analysis
Wooden Watch Trend
To understand the KM readiness in the company
The largest economic
subsector in Indonesia
based on BEKRAF
Existing
organization
Business Issue
Analysis
Literature Review
Data Analysis
Questionnaire
Interview
Gap
To evaluate the KM Readiness for Woodka employees
To Improve Woodka corporation for implementing KM
People, Process,
Technology
APO KM
Framework
SECI Model

13. METHOD
QUALITATIVE APPROACH QUANTITATIVE APPROACH
INTERVIEW QUESTIONNARE
DEVELOPMENT

14. Readiness Criteria Number of Statement
Process 1-5
People 6-10
Knowledge 11-19
Leadership 22-13
Technology innovation 24-26
Culture 27-30
Organizational
Development
31-33
Human Capital 34-37
Management System 38-40
QUANTITATIVE APPROACH
QUESTIONNARE
DEVELOPMENT

15. LEVEL OF
KNOWLEDGE MANAGEMENT
Readiness Level Process
Level 1
1-1.5
Reaction
Level 2
1.51-2.5
Initiation
Level 3
2.51-3.5
Ready
Level 4
3.51-4.5
Refinement
Level 5
4.51-5
Mature/optimal

16. QUALITATIVE APPROACH
INTERVIEW
• conducted at the beginning
of the research and the end
of the study
• conducted with one of the
leaders of Woodka to find
out the problems that
occurred at the Woodka
company.
• The purpose: to find out the
problems that occurred at
the Woodka company

17. EMPLOYEES
PROFILES

19. GAP
ANAL
YSIS
Maturity
category
Max score Survey average
perception
condition
Survey
average
expectation
Gap
1. Process 3,4 4,50 1.1
1. People 3,7 4,52 0,8
1. Knowledge 3,56 4,5 1.0
1. Leadership 3,66 4,66 1.0
1. Technology and
innovation
3,93 4,63 0,7
1. Culture 3,4 4,4 1.0
1. Organization
Development
3,7 4,6 0.9
1. Human Capital 3,6 4,5 0.9
1. System
Management
3,4 4,5 1.1
Gap = (Average Score Expectation) – (Average Perception Score)

20. GAP
ANAL
YSIS
0
0,5
1
1,5
2
2,5
3
3,5
4
4,5
5
Process
People
Knowledge
Leadership
Technology
innovation
Culture
Organization
Develop
Human Capital
System
Management
Perception Expectation

21. QUESTIONNAIRE
RESULT

22. Perception
expectation
0
1
2
3
4
5
Q1 Q2 Q3 Q4 Q5
Perception expectation
PROCESS

23. PEOPLE
perception
expectation
0
1
2
3
4
5
Q6 Q7 Q8 Q9 Q10
perception expectation

24. KNOWLEDGE
Perception
0
1
2
3
4
5
Q11 Q12 Q13 Q14 Q15 Q16 Q17 Q18 Q19
Perception Expectation

25. LEADERSHIP
Perception
expectation
0
1
2
3
4
5
Q20 Q21 Q22 Q23
Perception expectation

26. TECHNOLOGY INNOVATION
perception
expectation
0
1
2
3
4
5
Q24 Q25 Q26
perception expectation

27. CULTURE
0
0,5
1
1,5
2
2,5
3
3,5
4
4,5
Q1 Q2 Q3 Q4
Perception Expectation
ORGANIZATIONAL DEVELOPMENT
0
1
2
3
4
5
Q1 Q2 Q3
Perception Expectation

28. HUMAN CAPITAL
SYSTEM MANAGEMENT
0
1
2
3
4
5
Q1 Q2 Q3 Q4
perception expectation
0
1
2
3
4
5
Q1 Q2 Q3
perception expectation

30. Need reward regulation
Leaders must exercise strict supervision in achieving
performance results
The most significant gap in this aspect is the
process and management system
SYSTEM
MANAGEMENT

31. DOCUMENTING Employees must look for opportunities to do work,
such as improving information and also sharing ideas
for other employees about things that have not gone
well
The purpose: to correct the problem of failure in
practice and be able to fix it for the future.

32. Form of time evaluation, making it
easier to develop employees
Sharing knowledge also needs
to be done
INNOVATION
&
KNOWLEDGE
SHARING

33. T H A N K Y O U

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