Knowledge Management

Framework, Strategy & Implementation

 CONTENT

Knowledge Management – Concepts, Framework, and Strategy

Knowledge Management Implementation – Telkom Best Practices

Applications/Tools

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 KNOWLEDGE MANAGEMENT
CONCEPTS, FRAMEWORK, AND STRATEGY

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WHAT’S KNOWLEDGE MANAGEMENT?
Knowledge Management is the art of transforming information and intellectual assets into enduring value for an organisation's clients and its people.

The core objective of knowledge Knowledge is the most complete and relevant form of content exchanged
management is getting the right within a company; but it is also the most difficult to capture. Data only
becomes information and eventually knowledge through insight and
information to the right people experience
at the right times to help people
share experiences and insights,
and to improve the productivity
of teams.
Source : Deloitte – Simplification of Work :Knowledge
Management as a Solution

TYPES OF KNOWLEDGE

Explicit knowledge – the captured facts, figures,

data and information which physically exist in
documents, repositories, etc.

Implicit / tacit knowledge – the knowledge that is

acquired over time through experience and
education and that only exists in the heads of the
people.
 SECI MODEL

Tacit-Tacit Tacit - Explicit

Menyebarkan Mendokumetasikan
pengetahuan secara pengetahuan. Proses
langsung. Dialog, cukup sulit namun
bimbingan, imitasi dan sangat penting
observasi

Explicit - Tacit Explicit - Explicit

Belajar dari Pengetahuan2 yang
pengetahuan explicit. dikelola digabungkan
Misal: Education, untuk menghasilkan
Training pengetahuan baru

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RESEARH & FINDINGS ON KNOWLEDGE MANAGEMENT

COST OF INEFFECTIVE KM*

Fortune 500 companies lose at least $31.5 billion a

year by failing to share knowledge, according to
International Data Corp.

A survey highlighted, 11% believed the costs

associated with losing knowledge through
employees leaving could be close to $1,000,000,
while others said the cost was ‘priceless.

Research also shows that employees spend around

26 days each year searching for information, which
is valuable time that could be undoubtedly better
invested.

Source : Starmind (2020) : What Is Knowledge Management and Why Is It So Important?

WHY INVEST IN KNOWLEDGE MANAGEMENT?
Investing in knowledge management has proven to have numerous benefits to a company's ability to operate.

For the companies we have worked with we have found that improved knowledge management has the following
impacts:

• Stimulates collaboration – through knowledge forums and platforms and a desire to share the most up to date
information
• Increases efficiency – via a reduction in search times and duplication of effort
• Prevents outflow of knowledge – as the knowledge is documented and remains accessible to the entire
company
• Improves decision making – knowledge is accessible and decision making based on available facts and up to
date data
• Improves policy making – due to accessibility of information, subject matter experts and insights
• Fosters innovation – increased efficiency leads to innovation as the capacity of staff increases and time is
available to consider multiple solutions to a given task or problem
• Improves reputation – consistency of advice and ability to respond in short timeframes improves the overall
reputation of a company
• Increases personal satisfaction – availability of information leads to lower levels of frustration, and increased
job satisfaction as staff are more readily able to contribute and add value to existing data an insights
Source : Deloitte – Simplification of Work :Knowledge Management as a Solution
 KNOWLEDGE MANAGEMENT TRENDS 2022 (1/2)
Overall, KM experts and practitioners who responded to our survey are optimistic about KM’s outlook. Only 10 percent see KM as thriving, but an additional 50
percent say it is gaining ground.

Expected Change In KM Investment Expected Change In KM Investment Top 5 Opportunities For Km To Capitalize On Right Now

As KM programs gain ground, so do their budgets. Top KM priorities include identifying and transferring critical With the rise of remote and hybrid work, leaders
Around two-thirds of respondents say they expect knowledge. This may reflect worries about impending retirements and increasingly see knowledge as a strategic asset and
their organizations’ investment in KM to increase the so- called Great Resignation, but knowledge transfer can also understand the risks that knowledge gaps and
over the next 12 to 18 months. enable process automation and organizational growth. siloes pose.
Compared to previous years, KM is more focused on developing and
Spending on new supporting technology—such as At the same time, employees are frustrated with
managing content. Virtual work forced employees to rely more heavily
enterprise search and AI—is driving at least some of on digital information flow. This, in turn, revealed content gaps and disorganized repositories and urgently need
this growth. problems with how content is structured and accessed. knowledge to prepare for the jobs of tomorrow

Source : Knowledge Management Trends by APQC (Survey Report, Sept 2021)

 KNOWLEDGE MANAGEMENT TRENDS 2022 (2/2)
KM is also aimed to support emerging needs for succession management, upskilling/reskilling staff, virtual collaboration, and digital transformation.

Expected Change In KM Investment Expected Change In KM Investment

Nearly three-quarters of respondents say it’s most important for KM to provide a With the rise of AI and virtual work, respondents feel KM should emphasize its
user experience that is simplified and integrated into the flow of work. impact on productivity—especially for remote employees—and digital
transformation.
These goals won out against more technology-focused ones, such as anticipating
and proactively delivering on knowledge needs and personalizing the user Other goals include minimizing siloes and making organizations more agile and
experience based on personas data- driven. Cost savings are relatively low on the list, with only 10 percent
citing this as a top business priority for KM to support.

Source : Knowledge Management Trends by APQC (Survey Report, Sept 2021)

 FUTURE KNOWLEDGE MANAGEMENT

Social
Collaboration

Mobile Technology
Advanced search indexing

Workflow Individual as a Center of Learning Internal questions are easily answered

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BENCHMARK : GLOBAL LEADING PRACTICE

• The global automaker has • GE is another major player • Amazon has been excelling at • Pratt & Whitney is an • The World Bank is an
been a long time practitioner that has successfully knowledge management international aerospace excellent example in the
of knowledge management implemented knowledge since it took a plunge into e- manufacturer based in philanthropic sector. For a
best practices. management practices. commerce in the late 90s. Connecticut. It reported an long time, it has been trying to
• Ford particularly applied • We live in an age that’s • The company applies many- operating profit of $1.9 billion decentralize its operations—
knowledge management oversaturated with data. core knowledge management in 2015 on revenues of $14 convert from an essentially
principles to product • Sharing and managing this and user experience principles billion. top-down, Washington-based
development processes. data is crucial to ensure that in catering to the needs of its • Some years ago, Pratt & financial institution to a
• Early in the history of the business processes are employees. Whitney realized that half of company that empowers its
Internet, Ford used web- streamlined. • One such principle is that of their engineers would soon be clients through knowledge
based knowledge base • GE has managed to sidestep housing a single interface to eligible for retirement, and sharing and information
software to maintain quality this problem through meet the needs of all its users. they were scrambling to find • Now, the World Bank is
standards across its product its Corporate Executive This keeps all items easy to ways to preserve the delving deep into the
line. Council, which is one of the index and find, and has knowledge held by its critical intricacies of knowledge
• The auto major is great at good examples of knowledge allowed Amazon to skyrocket staff. management.
knowledge management management. and diversify its business from • Pratt & Whitney looked at • At a recent conference for
because the company has • The council represents a selling books and all kinds of how knowledge could be international development, a
been doing it for a long time compendium of management equipment to even having its systematized and centralized representative from the Bank
and has gathered enough that meets for two days to own product lines that are in the firm—in effect, treating noted that it was not solely
experience to refine its share information and competing with pretty much the problem effectively. working on capturing explicit
approach to knowledge experience. This allows any item imaginable, • This practice allowed the knowledge, but also on the
management meaningfully knowledge to be shared at the from Bluetooth company to save over $25 more qualitative aspects of
broadest levels of the speakers to foam rollers. million. Pratt & Whitney is knowledge such as
company, allowing another great example of discussions and opinions
management to get a grip on a company that uses a
the business’ successes and knowledge management
failures as a whole system effectively.

Source: proprofs.com/knowledgebase/blog/5-companies-knowledge-management-skills/
BENCHMARK : LEADING PRACTICE IN INDONESIA

• Knowledge Leader • KM User • KM User • KM User • KM User

• Knowledge Expert • KM Expert • KM Expert • KM Expert • KM Expert
• Knowledge Creator • KM Team • KM Team
People • KM Team • KM Team
• Knowledge User • Agent of Improvement
• Knowledge Administrator

• Capture • Pengumpulan • Knowledge Acquisition

• Knowledge Creation & • Create
Pengetahuan • Knowledge Storage
Acquisition • Protect • Collect
• Penyebaran • Knowledge
• Integrate • Communities of
Process • Knowledge Organizing
Pengetahuan Dissemination
• Knowledge Sharing Practice
• Knowledge Application
• Knowledge Utilization
• Knowledge Evaluation

KM & Learning Infra KM Team KM Team

KM Team
Tribe Knowledge Mgt HCM PT Pendidikan Maritim Astra Management
Organization Pertamina Corpu Mandiri Corpu & Logistik Indonesia Development Institute
TelkomCorpu - ITDRI (PMLI) (AMDI)

PMLI E-Learning CCRP

KOMET Mandiri I-Learn
Technology PMLI Library Thin Client
POLS Mandiri I-Share Oracle
PMLI E-Archives
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ENTERPRISE STRATEGY STUDY

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 KM IMPLEMENTATION STRATEGY

Look KM from broad view

Bottom-Up
Create KM Framework Implementation
.

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KNOWLEDGE MANAGEMENT IMPLEMENMTATION
TELKOM BEST PRACTICES

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 KNOWLEDGE MANAGEMENT FRAMEWORK IN TELKOM
2 LEARNING AND DEVELOPMENT MANAGEMENT
TELKOM TALENT Program pengembangan talenta yang berdampak signifikan terhadap peningkatan kompetensi leadership, profesional &
fungsional, dengan berbagai kanal & media pembelajaran : Experience learning (70%), Social learning (20%), Formal

JOURNEY learning (10%)

Learning and KNOWLEDGE MANAGEMENT

Development
Management
2
Talent Knowledge-Driven Culture
Acquisition 1

3 Career and People Process Technology

Succession
EMPLOYEE Management Knowledge Leader
Knowledge Creation &
7 Acquisition
IT Broadband System
Exit EXPERIENCE Knowledge Expert
Mgt Knowledge Organizing
Knowledge Creator Knowledge
Knowledge Sharing Management System

4 Performance Knowledge User

Knowledge Utilization
Distributed Process
Management Knowledge Architecture
Administrator Knowledge Evaluation
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Working
5
Arrangement Policy
Reward
Management Knowledge Management Knowledge Management
Governance Organization Structure

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 KNOWLEDGE MANAGEMENT IMPLEMENTATION IN TELKOM : ZOOM IN
TELKOM 2 LEARNING AND DEVELOPMENT MANAGEMENT
TALENT Program pengembangan talenta yang berdampak signifikan terhadap peningkatan kompetensi leadership, profesional & fungsional, dengan berbagai kanal & media pembelajaran : Experience learning
JOURNEY (70%), Social learning (20%), Formal learning (10%)

KNOWLEDGE MANAGEMENT IMPLEMENTATION IN TELKOM

KNOWLEDGE-DRIVEN CULTURE
Along with establishment of policy, people, process, and technology, knowledge sharing is growing as one of the reflection of knowledge driven culture in Telkom Group 38.000+ 23.015
Knowledge Monthly Access
Document Users
21.53
Innovation Day AMA TALK Hack Idea ATR – SIR – DER Lab Public & Internal Research Learning Hours per
Book Club Corpu Up SpeakU Knowledge Café Diarium Share Leaders Talk
Expert Insight CFU/FU Sharing Sharing Session Employee

KNOWLEDGE MANAGEMENT PEOPLE KNOWLEDGE MANAGEMENT PROCESS KNOWLEDGE MANAGEMENT TECHNOLOGY

To carry out the execution of the KM Strategies is currently still KM in achieving Telkom Strategy as an enabler of learning, innovation, and research In order to establish continuity between KM processes, KM
dominated by the people to reach their optimum result in collaboration with Pentahelix technology has been built to encourage and facilitate a knowledge-
Learning Innovation Research driven culture in TelkomGroup.
Support Talent Journey by Promote Impactful Digital in Research expected to
BoD as Knowledge Leader developing competency Talent Journey by enforcing increase quality and
pathway via 702010 Go-To-Market Innovation improve Talent Journey
Internal External PATHWAY DLI-BIMA RESEARCH MAPPING
Subject Subject Employee Customer Employee DEVELOPMENT DEVELOPMENT MODEL QUADRANT
Matter Matter
Expert Expert
Knowledge Expert Supplier Partner Customer
Tribe KM Comic
Pengelola KM Unit
..and many more!
Collaborator Partner 34 development pathways
Knowledge 2626 ideas 60 research myDigiLearn as the center platform of Knowledge
Knowledge Creator Knowledge User 110 sub-pathways 14 GTM 61 researchers
Administrator 7908 talents Management that integrate both of internal & external
1.006 modules knowledge resources / repository

KNOWLEDGE MANAGEMENT POLICY

Knowledge Management
Knowledge Management Governance PR 2021
Organization Structure KD 27/2007
Knowledge Management (KM) KM Playbook v1
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Knowledge Management
(KM) Telkom TelkomGroup Knowledge Management Strategy
(on progress)
 KNOWLEDGE MANAGEMENT PEOPLE
Pimpinan tertinggi di setiap unit
TelkomGroup yang memiliki peran dan
tanggung jawab untuk mendorong maupun
menciptakan Knowledge Driven Culture.
BoD as Knowledge Leader

Pihak yang menjalankan dan mengawal

implementasi Knowledge Management di Knowledge
TelkomGroup
Tribe KM Leader
• Pengelola KM TelkomGroup :Tribe Internal Subject External
Knowledge Management
Matter Expert Subject
Matter Expert
• Pengelola KM Unit : karyawan yang
ditunjuk oleh unit terkait untuk Karyawan TelkomGroup yang memiliki
Pengelola KM Unit mengelola Knowledge Management Knowledge wawasan dan keahlian dalam bidang
didalam unit terkait. Knowledge tertentu dan mampu memberikan
Administra
Expert rekomendasi terhadap Knowledge,
tor Expertise, Wisdom, dan Insight yang sesuai
Knowledge dengan keahliannya.

People

Collaborator

Employee Semua stakeholder perusahaan (employee,

customer, partner) Knowledge Knowledge Supplier Employee
• yang memanfaatkan pengetahuan yang User Creator
Customer ada dalam Knowledge Repository untuk Entitas yang menuangkan ide dan
membantu pekerjaannya maupun untuk pengetahuannya untuk
berinovasi. memperkaya pengetahuan Customer
• yang melakukan proses pencarian, Partner
perusahaan dan terbagi menjadi
Partner penjelajahan, akses dan penerapan Knowledge Creator Internal &
Knowledge, serta mengambil pelajaran Knowledge Creator
Knowledge User Eksternal
dari Knowledge tersebut
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 KM IMPLEMENTATION IN TELKOM - LEARNING : KM dan Learning Cycle
Tacit-Tacit Tacit - Explicit
Tacit knowledge disebarkan dari satu Menulis menjadi dokumen. Proses
orang ke orang lain. Praktek, bimbingan, cukup sulit namun sangat penting
imitasi dan observasi

Explicit - Tacit Explicit - Explicit

Belajar dari pengetahuan explicit. Pengetahuan2 yang dikelola digabungkan
Misal: Education, Training untuk menghasilkan pengetahuan baru

KM memiliki purpose untuk mengintegrasikan internal dan eksternal knowledge guna mengatasi dan mengantisipasi perubahan baik internal maupun eksternal untuk
mensolusikan permasalahan organisasi dan melakukan inovasi2 bisnis. Center dari KM adalah proses learning dimana CorpU mempunyai model learning cycle yang
menjadi engine penggerak dalam proses SECI (Socialition, Externalization, Combination dan Internalization) di knowledge management cycle. Penting disini
bagaimana KM dapat melakukan acquisition, refinement, repository, sharing dan utilization dalam proses learning cycle tersebut.
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KM IMPLEMENTATION IN TELKOM - LEARNING : KAMPIUN
HOW KNOWLEDGE MATERIALS ARE DEVELOPED

KONTRIBUTOR SYSTEM
KNOWLEDGE
Upload Dokumen • Publish
EXPERT
(CBHRM • Returned
Melakukan Review
Evidence/General) • Rejected

CUSTOMER
•Self Led Learning REPOSITORY SYSTEM
•Update Knowledge Ready to Utilize Published

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 KM IMPLEMENTATION IN TELKOM - LEARNING :
EMPLOYEE GENERATED CONTENT - PROGRAM SHARING KNOWLEDGE
A program that encourage employees to share their knowledge for company via myDigiLearn –included critical skill, lesson learnt, experiences

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 KM IMPLEMENTATION IN TELKOM - LEARNING : EXPERT INSIGHT
Expert insight is a knowledge sharing forum from Telkom for Indonesia learning community. Expert Insight was held with the support of Telkom CorpU - ITDRI.

Benefit Flow Process Media & Communication

Expert Insight in Numbers
For Community
160+ 56K+ 150+ ● Knowledge Giveback to Society
● Stimulates Idea & Innovation
Speakers ParticipatIon Events ● Pro-active open forum
For Our Partner
Expert Insight Series ● Program Campaign & Sense of Purposes
● Audience Engagement
Expert Insight ● Knowledge Acquisition & Retainment
Sharing Knowledge dari karyawan
Telkom Group / Public / Praktisi For Speaker
terkait expertisenya dan dapat ● Public Recognition
berupa series tertentu ● Appreciation & Portofolio
● New Place to Share & Learn

Corpu Book Club For Audience

● New Place to Learn
Sharing resensi / review buku ● Participation Recognition
● Growing Interest

Expert Pitstop The Team

Sharing & diskusi dari Expert
Internal TCUC terkait insight baru
yang dipelajari

Trusted Advisor
Sharing practical skill terkait
suatu bidang khusus
Term of References
● If the audience is public, means all recording &
material would become public property
KBUMN, C-Level BUMN, Government, BOE & BOD
● If the audience is private / specific group,
means all recording & material would become
Telkom, Internal & External Expert/Practitioner,
Telkom & Partner Institution property
International Speaker, etc 22
 KM IMPLEMENTATION IN TELKOM - LEARNING : KNOWLEDGE SHARING
Expert Insights FU/CFU Special Session CorpU Book Club

Leaders Talk CorpU-Up Community of Practices

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KM IMPLEMENTATION IN TELKOM - LEARNING : KNOWLEDGE SHARING
Knowledge Café
Knowledge Café Menu :
• #WeLoveMonday
• Tuesday Dialouge

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 KM IMPLEMENTATION IN TELKOM : FROM LEARNING TO INNOVATION
Journey Learning to Innovation Idea to Innovation in Numbers
Learning from Idea Hack BMV &
Best Idea Amoeba Inovation Ideas
Idea
ODA CV & PV
MV
AV
KM Repository Submission Innovators

KM Repository Inspired by Selecting best

idea that
Best idea to
develop
Innovation that
ready to go to 2018 594 342 120 100 10 - 719
provided by learning and
company and/or stimulate prospected to innovation market (GTM)
external resources geneating idea be developed using Amoeba
furthermore innovation 2019 821 716 150 100 21 - 2409
Submission via framework
Ideabox
2020 1448 723 150 100 20 13 3992
On
2021 2793 1375 150 On On
process process
1829*
process

*CV & PV = Total Top 100 Hack Idea; BMV & MV = Total AMOEBA ; AV = Total Inovasi
** Tahun 2021 hanya ada 1 batch

Example Case of KM :
DLI From Learning to
Innovation Framework
This framework shown a journey from
learning using a knowledge platform
(myDigilearn) could lead to generating new
Ideas which can be developed into
research and/or innovation. The
knowledge gained during learning,
research, and/or innovation can be
collected and used back again in the
learning process. 25
KM IMPLEMENTATION IN TELKOM : INNOVATION

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 KNOWLEDGE MANAGEMENT TECHNOLOGY
In order to establish continuity between KM processes, KM technology has been built to encourage and facilitate a knowledge-driven culture in TelkomGroup.

myDigiLearn as the center platform of Knowledge Management that

integrate both of internal & external knowledge resources / repository

Comic
Perusahaan BUMN

..and many more! 27

 at Glance Cultivate
Kapanpun Belajar skill dan pengetahuan baru
Akses Dimanapun dengan pilihan materi beragam
Device apapun

Personalized
Learning
Proses pembelajaran disesuaikan
dengan kondisi kemampuan dan
kebutuhan pembelajar

Massive
myDigiLearn dapat diakses oleh seluruh
learner dari kalangan manapun dimana
dapat langsung melakukan registrasi

Perluas wawasan dan Connect

Terhubung dengan expert dan Learner
bagikan pengetahuan lain untuk meningkatkan pengalaman

bersama myDigiLearn. Create belajar

Bagikan ilmu dengan membuat
myDigiLearn menjadi solusi belajar terintegrasi untuk materi belajarmu sendiri
meningkatkan keahlian dan pengetahuan

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 Telkom KM Reward for Employee
Knowledge Awards the way it’s works

KM Formal Rewards
1. KM Best Unit Awards
2. Best Knowledge Worker Award :
• Best KAMPIUN Contibutors
Organizing webinar, Record it as point Get point rewards by
• Best Knowledge Expert Write Case Study, Write submit the infomation to sharing & contributing
3. Competence & Performance article about Success HR Departement, have it on knowledge, the
Management System
Story, Share insight, evaluate for validation. more you give the
Learn, etc more you get
4. Best Innovation

KM Informal Rewards
1. e-Learning Days & Video
Learning Days (Gift : Link Aja!,
Gadget, Souvenirs)
Recognition by BoD at Redeem Prize Accumulate point
2. Digital Badge on INGENIUM Knowledge Festival rewards
3. Best Knowledge Access
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KNOWLEDGE MANAGEMENT SYSTEM
APPLICATIONS/TOOLS

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Portal Telkom KAMPIUN

Library 32
Knowledge is power.
Knowledge share is power
multiplied.
Robert Boyce

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THANK YOU!
REMEMBER TO WEAR YOUR MASK &
P H Y S I C A L D I S T A N C I N G

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