Confidential Customized for Lorem Ipsum LLC Version 1.

Knowledge Management
at Unilever Indonesia (ULI)
Prepared by Syndicate 6 of Blemba 25
29318399 Aditya Tejo Widagdo | 29318333 Andi Firmansyah | 29318317 Cikita Tiara |
29318445 Fadila Pratika HS Alimuddin | 29318346 Herdiana Wiyono |
29318417 Ike Suyanti | 29318446 Rifqi Agustin Hakim
Overview
1. Background of ULI
2. Knowledge at ULI
3. ULI as the Most Admired Knowledge Enterprise
4. Knowledge Strategy
5. Knowledge Approach
6. Lesson Learned
Background
of Unilever Indonesia
Knowledge
at Unilever
Performance Culture &
Internal Knowledge
 Performance Culture
KNOWLEDGE as a Combination WINNING CULTURE
Resources to Create VALUE and WINNING CAPABILITIES
❑Employee has a contribute to share their ❑3 Pillars : Great People, Great Place to
knowledge : Experience, Ideas and
innovation.
K W Work and Community Focus.

❑Recombination Between Existing

Knowledge and New Ideas to create
value. And make a competitive Position.
Management HUMAN
GREAT Business RESOURCES
Performance with Learning
❑Creating Leaders and Coaches; Each
Awards Person trained to be Leader

❑Encourage All employees to share their

ideas, knowledge, skills and Experience
P H
to others.
❑If the employee get a great feedback
from others employee, has a opportunity
to winning Learning awards
 Internal Knowledge

1-hour- informal People development Watching interesting

and capability Watching the old or
learning session of video and after then
building for HR team new cinema movie
HR service to discussing together
by having regular related to daily work
improve to gather some
Learning session as a team.
performance insights
from senior
manager HR /
W1H Director HR Video Cafe Cinemania

HR4HR

• GLC (General Learning

Sharing Center ) In Factory
extraordinary SOLAR • LMS (Learning Management
System)
experience from Sharing Of
Learning and • Online Library
employees to
motivates other Result Tools to suisteinable
colleagues learning environtment

GLAD (Group Learning

and Development)
External Knowledge &
Practice of Knowledge
Management Strategy
External Knowledge
1. Consumer Care and market insight: through the ‘Suara Konsumen’ service, Unilever reach their
customers complaints, concern, and expectation regarding their product. The findings reported
throughout the company for the management review. The market insight can conduct through the FGD (
forum group dicussion)
2. Unilever Responsible Sourcing Policy (RSP) : The RSP embodies the way that Unilever seeks to
operate and in addition, the standards the company looking for its supplier
3. Consumer Education : Unilever’s Sustainable Living Plan (USLP) is company CSR to improve health and
hygiene of Indonesian customer. Pepsodent Oral Health is one of the example where the campaign
targeted primary school students
4. Internship program : through this program, company accomodate students need to experience work life
meanwhile the company acquires new idea from them
Practice of Knowledge Management Strategy
To practice the Knowledge Management, company need to build company and employees
mentality to :

- Set mindset : tp have a ‘war’ mentality and never underestimate the competitor
- Preparation / planning : need to have clarity on company objective and focus to use
all function , resource available, experiences to know which plan will works best
- Speed / surprise element : to maintain confidentiality of the plans and choose the
right time to ‘do early, win early’
- Execution : always responsive to the ‘signals’ on market and do the micro-planning
management
Unilever Indonesia as
the Most Admired
Knowledge Enterprise
ULI as the Most Admired Knowledge Enterprise

In 2005, Unilever Indonesia was chosen as one of three companies receiving the national level
award, thus eligible for the Asian MAKE program.
MAKE (Most Admired Knowledge Enterprises) is research program conducted by Teleos and The
Know Network since 1998 and has been implemented in North America, Europe, and Japan.
ULI as the Most Admired Knowledge Enterprise (con’t)

The criteria of the MAKE evaluation are:

1.Creating an enterprise knowledge-driven culture 5.Creating an environment for collaborative

2.Developing knowledge workers through senior
management leadership
3.Delivering knowledge-based products/ services/
solutions
4.Maximizing enterprise intellectual capital
knowledge sharing
6.Creating learning organization
7.Delivering value based on customer knowledge
8.Transforming enterprise knowledge into
shareholder value

Unilever Indonesia was considered performed well on point 5 and point 6 out of the 8 criterias.
Thus, the Indonesia MAKE expert panel acknowledge the company’s capability in creating environment
conducive for collaborative knowledge sharing.
KNOWLEDGE
STRATEGY
The Knowledge Strategy of ULI

1. Keep providing consumers with innovative, superior and economical products, one of which
is by applying a wealth of knowledge and international expertise.

1. Create and accept new ideas and continuous learning to achieve long-term success.

1. Maintaining knowledge updates and knowledge sharing to interested parties continuously.

1. Focus on meeting customer needs, employee development and creating an environment

conducive to various knowledge by providing adequate system and facility support.
KNOWLEDGE
APPROACH
The Knowledge Approach of ULI
1. Human Resources Development
○ Performance Development Plan → Continuous improvement Discussion
2. Culture of Coaching
○ Building Leaders as Generative Coaches → The Neeco Symbol
3. Culture of Knowledge Sharing
○ Leaning Award, Retrospect, Share of Learning and Discussion (SOLAR), Good Idea
4. Facility of Knowledge Sharing
○ Learning Centre, Knowledge Club Online dan Online Library, lntranet
5. Applied Customer’s Knowledge on Product Development
○ Shopper Understanding → in collaboration with Retailer and Marketing Researcher
6. Customer Education
○ Pepsodent Night Brushing and Lifebouy Health Sharing
Lesson Learned
Summary

1
People is the key to develop the
knowledge sustainably to maintain the
3 growth of the company and accelerating
the achievement of the target

2
In developing the sustainable
4 knowledge management, the external
parties should also be considered to
enrich the knowledge stocks
Thank you.