Articles

Maturity Assessment of Knowledge Management in the Transition of Organizational Transformation at PT Telkom Indonesia (Persero) Tbk

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The telecommunications industry is rapidly and significantly changing due to rising customer demands and digitization. Telecom businesses are exploring new strategies to maintain a competitive advantage. As the biggest telecommunication provider, PT Telkom Indonesia (Persero) Tbk (Telkom) consistently innovates and collaborates to foster a fair digital environment. This drive motivates Telkom to accelerate its transformation and lead Indonesia’s digitalization efforts. During this transformation process, Telkom needs to assess its knowledge management (KM) maturity level. This study will explore Telkom’s KM maturity, highlight gaps, and recommend business solutions. Using a mixed-methods approach, quantitative data were collected from surveys based on the Asian Productivity Organization (APO) framework, while qualitative data were gathered through in-depth interviews. This holistic approach ensures a comprehensive understanding of the key success factors of knowledge management. The research shows that the KM maturity level of Telkom is categorized as the 4th level or refinement level. This level indicates that Telkom’s KM progress aligns with the organization’s vision, mission, objectives, and priorities. However, there is still potential for continuous evaluation and improvement. Based on the data analysis, Telkom can implement several proposed business solutions, informed by 11 key success factors, to enhance the critical programs for organizational transformation.

Building Learning and Leadership Ecosystem Using Knowledge Management Perspectives in PT Tri Satya Jaya

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The research titled “Building a Learning and Leadership Ecosystem Using a Knowledge Management Perspective at PT Tri Satya Jaya” this research addresses significant challenges the company faces, particularly in performance decline and ineffective employee collaboration. The quantitative component involved administering a questionnaire called the Learning Organization Survey, modeled after Garvin et al. (2008), to assess the organization’s learning depth, while the qualitative aspect comprises interviews with directors to gain deeper insights into performance-related issues. The research used the tree analysis method to determine the root causes of the decline in company performance. Additionally, the study highlights that organizational culture plays a crucial role in influencing employee performance. A culture that does not prioritize knowledge sharing and continuous learning can lead to stagnation and inefficiencies, ultimately affecting the company’s competitiveness in the Engineering, Procurement, and Construction (EPC) sector.

A well-designed KM (knowledge management) Framework can facilitate the sharing and retention of knowledge. The study proposes strategies that leverage the SECI (socialization, externalization, combination and internalization) model to create a robust knowledge-sharing environment within the organization, by implementing the SECI model. The SECI model emphasizes the importance of social interactions in knowledge sharing, encouraging employees to collaborate and learn from one another. This research develops a detailed implementation timeline to ensure the effective integration of these KM strategies into PT Tri Satya Jaya’s operations. The timeline is structured in four key stages: the first is KM Preparation for Internal Company, the second is Designing Guidelines and Curriculum, the third is KM System Implementation, and the fourth is the KM System Evaluation.

The research concludes that investing in human capital and adopting effective leadership practices are essential for driving organizational success and competitiveness in the EPC sector. By establishing a robust learning and leadership ecosystem, PT Tri Satya Jaya can overcome its challenges and achieve sustainable growth. The recommendations that this research offers are as follows:  establishing a knowledge management team, investing in leadership development, creating structured mentoring programs, enhancing human capital investment, utilizing technology for knowledge management, and establishing performance tracking mechanisms.

Implementation of Knowledge Management at PT Multi Phi Beta to Prevent Knowledge Loss

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PT Multi Phi Beta, as an engineering consultancy, faces challenges in a competitive industry that demands operational efficiency. The company encounters high employee turnover due to the short-term nature of its projects, leading to a significant risk of knowledge loss. This research aims to evaluate the current state of knowledge management readiness at PT Multi Phi Beta, identify gaps in knowledge management implementation, and propose improvements to mitigate these knowledge loss risks and enhance overall efficiency. The primary method used to obtain data is quantitative, collected through questionnaires. To enrich the primary data, qualitative data is gathered through semi-structured interviews. The findings indicate that PT Multi Phi Beta is at the initiation level of KM readiness, recognizing the need for knowledge management but not yet fully integrating KM practices. To mitigate knowledge loss, the company should capture critical knowledge from transitioning employees, enhance its KM vision and mission, and establish a dedicated KM department. Standardized processes for managing knowledge, conducting after-action reviews, knowledge cafés, and formal mentoring programs are essential. Additionally, providing integrated knowledge repositories and implementing a rewards and recognition program will encourage knowledge sharing and strengthen the company’s KM efforts.

Knowledge Management Readiness Assessment in the Internal Audit Division of Bank Sinar Syariah

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Internal Audit serves as a strategic business partner, with the primary objective of assisting the organization in achieving its goals. Internal Audit division of Bank Sinar Syariah faces challenges due to a combination of high employee turnover and a knowledge gap among auditors. The implementation of knowledge management can help organizations in facing these challenges so that they can work effectively and improve their performance.

The research objective is to analyze the organization’s readiness to adopt knowledge management, identifying strengths and improvement also developing strategies for the implementation to be successful. This research using both qualitative and quantitative research methodology. The APO KM Assessment Tool was used to asses and analyze the survey that distributed to Internal Audit division employee. The qualitative method is used to discuss the findings from the survey and current condition also opportunity to improvement.

Based on assessment, the internal audit division of Bank Sinar Syariah is at Refinement Level with cumulative score of 164,48. There are several areas based on APO that the organization’s should improve which is People, Knowledge Process, Learning and Innovation, and Knowledge Outcomes. The research suggested that internal audit division of Bank Sinar Syariah need to develop KM procedure and policy, create a Knowledge Management System, implement KM programs and initiative. This research expected to enhance internal audit division of Bank Sinar Syariah overall effectiveness in knowledge management.

Assessing Knowledge Management Readiness to Improve Data Quality by Prevent Incorrect Data Input on ERP System in Component Rebuild Center PT Kalcoal

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To fulfil the demand of availability component for supporting the mining operation at PT Kalcoal. Recondition component daily activity of recondition is entanglement from one process to another until the end of process. For transform digitalization, recondition component activity will using Enterprise Resource Planning (ERP) in every process.

The purpose of this study is to understand the level of knowledge management readiness in the component rebuild center in the Implementation of the ERP work system, to understand the strengths and areas for improvement for Knowledge Management, and to find tools that can be used to implement Knowledge Management in the component rebuild center.

This research using quantitative method, collected through a questionnaire. Furthermore, qualitative data was used to enrich the primary data collected through focus group discussions. By using APO as tools of knowledge management readiness, the results showed that the component rebuild center is still in the expansion phase, where knowledge management efforts are present in the core activity process and the company sees the benefits of knowledge sharing. The component rebuild center can further develop itself by using people as its accelerator. Having committed change groups and leaders will create a culture of knowledge sharing that can be followed by all lines of business in the company. In order for employees to have a single source of knowledge, it is important to create a knowledge management tool that can be done by building a new portal that can be accessed by all employee users. For the source of knowledge to always align the needs and developments of the company, it is necessary to have the ability to grow and store information safely and freely for employees so that information is always updated and well-maintained.

Proposed Knowledge Management System for the Time Efficient in R&D Department of PT Automotive Lumina

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The automotive industry has grown post-Covid 19, positively impacting related sectors like car lighting. Due to high demand, PT Automotive Lumina, a lamp manufacturer specializing in OEM car lights, needs better time management. Responding to RFQs for new car models poses significant challenges due to delays caused by dependence on Juoku Technology. To tackle this, the company initiated an independent R&D process, but the need for more effective knowledge management worsens the situation, affecting competitiveness in a rapidly changing market.

This research addresses two key questions: What Knowledge Management system can be proposed for time efficiency in the R&D Department of PT Automotive Lumina? and How to implement the suggested Knowledge Management system for time efficiency in the R&D Department of PT Automotive Lumina? Qualitative research methods were employed to study these questions, including interviews with key stakeholders. Analysis revealed eight sub-causes contributing to the observed problems, including a lack of skilled personnel, ineffective knowledge management, reliance on Juoku’s R&D schedule, rapid technological advancements, inefficient processes, limited decision-making authority, limited testing equipment in the R&D department, and most importantly, the absence of a knowledge management system. Several solutions to these challenges are presented based on the SECI, PPT framework, and Core, Advanced, and Innovative knowledge framework. Direct training, knowledge capture, and collaboration tools are among the planned knowledge management programs at PT Automotive Lumina. Preparation procedures were conducted in November and December 2023, with the proposed solution implementation set to begin in February 2024. Following deployment, knowledge management activities will be evaluated, and necessary modifications will be made for future improvements. PT Automotive Lumina aims to enhance time efficiency and support independent R&D through improved knowledge management procedures.

Maturity Assessment of Knowledge Management at Livestock and Fisheries Service of Sungai Penuh City

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In order to make a significant contribution to national and regional GDP, the Livestock and Fisheries Service (LFS) of Sungai Penuh City in Jambi Province aimed to achieve annual production growth exceeding 10 tons from 2021 to 2026. To accomplish this goal, knowledge management had to be put into practice to strengthen the organizational ability to create rules and regulations for the livestock and fishing sectors. The research adopted a mixed method, with a quantitative approach using the APO KM Assessment Tool and a qualitative method employing interviews. Based on KM maturity levels with a total score of 170.26, the LFS was at the “Refinement” level. There were opportunities for improvement in Technology, People, and KM Process in LFS. Additionally, as part of LFS’s KM strategy, a formal KM policy, governance structure, and professional KM function should have been established.

Knowledge Management Evaluation in Agile Organization with WFA Way of Working (Case Study: PT DDLI)

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The rapid changes in various aspects such as people, process and technology in agile organizations need proper knowledge management. This research analyzed the KM maturity level in PT DDLI, a technology company behind one of Indonesian digital banks. After examining various assessment models, the assessment question that was proposed by KM3 in PBC is the most appropriate model to assess the KM maturity for PT DDLI. This research uses a combination of quantitative and qualitative research methodology. Quantitative by conducting surveys and qualitative by conducting 5 Why RCA and TOWS analysis for identifying the causes of KM issues in PT DDLI. This research helps PT DDLI to identify current KM maturity level, KM issues and offer the recommendation for future improvement. This research can become a starting point for larger scale research in the future specifically to study the KM behavior in agile organizations.

A Proposed Acceleration Strategy for Knowledge Management Implementation at PT. Waskita Karya (Persero) Tbk.

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This research seeks to investigate the implementation of Knowledge Management (KM) in PT. Waskita Karya (Persero) Tbk. Through digitalization, organizations are attempting to operate effectively and efficiently to enhance their performance on a consistent basis. Moreover, this era of digitalization stimulates the rapid cycle of performance enhancement and innovation. For this acceleration to be successful, the management of knowledge must be optimized. This implies that information must be effectively stored, created, developed, managed, and utilized. One of the activities that can support business objectives and priorities in an organization with an effective knowledge management strategy is the correct application of knowledge.

Proposed Knowledge Management Design to Improve Business Processes at O Mart Retail Company

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Retail trade plays an important role both in a global context and in Indonesia itself because it drives economic growth, creates jobs and shapes consumer behavior. Understanding the importance of industry growth, dynamics of competition and knowledge management are essential for optimizing business performance and achieving sustainable success. Minimarket O Mart is one of the small retail in the form of minimarkets in Indonesia, minimarket O Mart has problems in its business, namely inefficient business because O Mart is still in its standard operating procedures, because there is still no good SOP documentation, besides that the knowledge sharing activities within the company is also limited to chatting and has not been carried out formally within the company. The aims of this study are to propose a knowledge management system that can improve business processes at O Mart and to develop an implementation plan for the suggested knowledge management system, outlining the steps and strategies required for its successful integration at O Mart. Theories that support this research are the Definition of Knowledge, Fishbone Analysis, Knowledge Management Framework, People-Process-Technology Framework, SECI Model, KM Roadmap, and Implementation Plan. The research methodology is based on a qualitative research design involving data collection through interviews with employees from various departments of O Mart Retail Company. This research uses a knowledge management framework (People, Process, Technology) and the SECI model which will then produce a Knowledge Management Roadmap and also a Knowledge management implementation plan which is expected to overcome the problem of inefficient business processes at O Mart minimarkets.