THE ANALYSIS OF THE FUTURE OF AI-POWERED PLATFORM

KNOWLEDGE MANAGEMENT IN ORGANIZATIONS BASED ON

DELOITTE HUMAN CAPITAL TRENDS SURVEY 2020

Aldha Dwiputri (B10241810)

Dinda Afifah Sudarpi (B1024181037)
Farradina Putri Ardanti (B10241810)
 1. INTRODUCTION

1.1 Background of The Research

Technology is undoubtedly a big part of the growing need for more effective knowledge
management. In the digital, hyperconnected era, organizations are collecting and generating a
“tsunami of data” but few are able to capitalize on its full potential. According to Statista, more
than 293 billion emails were sent and received each day in 2019. Yet according to a global
survey of 1,300 business and IT executives, an average of 55% of enterprise data goes unused.
Technology has also spawned new ways of working that make the knowledge management need
more urgent. With the explosion of workforce conversations on digital collaboration tools,
knowledge no longer sits in databases waiting to be accessed but flows dynamically across the
digital communications channels that now define working relationships.
New ways of working have also increased worker mobility. Workers in both traditional
and alternative work arrangements are moving across jobs, projects, teams, geographies, and
organizations more than ever before, taking critical knowledge with them. In this year’s Global
Human Capital Trends survey, 52% of the respondents said that workforce movement is driving
them to proactively develop their knowledge management strategies. And 35% said that the
frequent shifting of which people are in what roles at what time is a barrier to effective
knowledge management.
Despite an acknowledgment that the ways in which work is happening have shifted,
many organizations’ approaches to knowledge management have not kept pace. Our survey
shows that almost half of the respondents do not provide members of the alternative workforce
access to knowledge-sharing tools and platforms, and only 16% see integrating knowledge
management across off- and on-balance-sheet workers as a key factor to consider in proactively
developing their knowledge management strategies. In a world where the use of the gig economy
continues to expand, this could become a significant barrier to creating knowledge in the future.
This year’s Global Human Capital Trends survey shows that many organizations remain
focused on—and struggle with—the basics of knowledge management. than half of the
respondents to this year’s Global Human Capital Trends survey (55%) still define knowledge
management as the simple documenting and disseminating of knowledge. Far fewer link
knowledge with action to drive value (36%), while less than half (43%) see creating knowledge
as a key to developing new products, services, or solutions
1.2 Formulation of the Problem

Therefore, some questions based on the background and founding before, the research
problems can be formulated as follows.
● Do organizations have a similar view on the definition of knowledge management?
● Do organizations have incorporated AI into their knowledge management strategy?
● Does lack of adequate technology identify as barriers to organizations knowledge
management?

1.3 Research Objectives

The objective of the research is:

1. To examine whether organizations have a similar view on the definition of Knowledge
Management
2. To examine whether organizations have incorporated AI into their Knowledge
Management strategy
3. To examine whether the lack of adequate technology identify as barriers to organizations
Knowledge Management

1.4 Contribution

The contribution of this research can be viewed from two perspectives which are the
academic side and managerial side.
1. On the academic side:
a. This study is expected to provide the analysis and evaluation of the role of
technology infrastructure in organizations’ knowledge management based on
Global Human Capital Trends Survey 2020
b. Provide knowledge and additional references about the influence of each of the
variables studied in organizations Knowledge Management strategy.
2. On the managerial side:
a. Provide inputs to the HR management in organizations any factors that identify as
barriers to effective knowledge management
b. HR management will be able to assess whether effective knowledge management
has been done using technology infrastructure in their organizations