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Implementing Knowledge Share

Knowledge Share has currently been implemented in DKM and DPD; process of work and working documents have been integrated into an enterprise content management system called Knowledge Share (Figure 3).

The benefits of implementing Knowledge Share are:

• Easy to use.
• Information available when needed.
• Enhanced customer relations.
• Reduction in costs.
• Reduction of redundant work.

Scope of Knowledge Share at DPD:

• e-Document.
• e-Process:
• Decision-making process.
• Reserve transaction.
• Intervention.
• Submission of reports for board of governors’ meetings.
• Counter-party evaluation.

Scope of Knowledge Share at DKM:

e-Document, e-Process, Submission of reports for board of governors’ meetings.

The implementation of Knowledge Share is primarily applied to core directorates to enhance and shorten the working process and to make the results available to the board of governors. The implementation of the KM system will continue to be ongoing well into the coming years, and attempts have been made to broaden its implementation to include other bank functions such as the banking and payment system.

Enabler

Bank Indonesia has peculiar characteristics that made this KM initiative work: a specific structure and standard operating procedures as well as certain facilities to run these initiatives. Moreover, from the employees’ point of view, there are many ways to describe the kind of people who work at Bank Indonesia. Dr. Goeltom opts for a performance-based approach to describe the character of an employee. A typical feature of a performing employee is consistent performance. The high quality of Bank Indonesia employees lies in their ability to complete the tasks given to them. This often eludes the perception of individuals even when they are working at Bank Indonesia. This quality is often hidden, quietly kept, as if it were not in existence. Implied in this is the untapped potential of the Bank’s workforce. However, it is the bank’s culture of always delivering results that makes this KM Initiative work four years after its inception.

Bank Indonesia is aware that the knowledge of the existence of good or best practices and specified knowledge alone is not enough. Their benefits are limited unless they are transferred and applied or put into practice.

WHAT IS BANK INDONESIA DOING?

• Sharing its experience and knowledge in KM implementation and concepts in particular with universities across the country under the catchword of BIDIK, an Indonesian abbreviation for the sharing of information in universities.
• Encouraging individuals who have been successful in applying KM to provide peer assistance.
• Learning new things regarding approaches adopted by other organizations.
• Extending the network of communities experienced in KM to national and international levels.

LESSONS LEARNED

As a large organization subjected to various levels of bureaucratic influence from the government of Indonesia, Bank Indonesia is confronted with some challenges in making itself into a knowledge-based organization. Even though there have been no major difficulties in terms of introducing information technology, some lessons that have been learned as far as human perspectives are concerned are presented below.

Inviting big elephants to dance is a significant challenge. As the country’s central bank, Bank Indonesia is an organization with no competitor. This means that its employees live in a comfort zone, resistant to change. “Why must we change? This present situation is already so good and smooth. What is change for?”

“Teaching smart people to learn” is perhaps the most accurate phrase to describe the situation in Bank Indonesia. The quality of its human resources is high, and yet this is exactly the reason why it is difficult to ask these intelligent individuals to learn again. And finally, there is another factor that is often encountered in almost every organization: a lack of trust. Somehow this must be dealt with.

Lessons learned in implementing KM at Bank Indonesia are:

• Start small, not with a Big Bang.
• Have a clear vision.
• Have key performance indicators (you will not be able to manage if you are not able to measure).
• Have commitment from top leadership.
• Have a reward and recognition system.
• Reinforce learning and sharing activities and integrate them into the business process.

It has also been learned that KM is not a technology project. It is a “heart” project, for it is about how to find a place for your initiative everyone’s heart and how to instill in everyone a spirit of learning and sharing activities. It justifies the belief that “In the end, it is too early to say that our implementation is a success story; we are embarked on a journey of knowledge management, reaching towards our destiny …”

Ada beberapa point yang bisa diambil pada case diatas sbb :

• BI yang notabene suatu organisasi yang besar ternyata sudah mulai sadar butuh KM.
• Organizational Culture sangat dibutuhkan sekali ketika pertama kali implementasi KM.

Sumber : http://apintalisayon.wordpress.com/km-case-studies/