Analisi - knowledge management case studies - Aetnanet

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Detailed description Abstract Multinational British Telecom plc is one of the world's leading suppliers of fixed and mobile communications services. Currently British Telecom has three target geographies - North America, Europe and Asia-Pacific - and their strategy is to work with local partners. They already have a number of key partnerships around the world and significant investment in international services. To be able to grow as a global player, they constantly need to improve their relations with customers and alliances and to improve the quality of work for its employees. To do so requires connecting people and implementing effective structures for the consolidation and distribution of knowledge. The latter are the anchors of their knowledge management programme, in which BT favours establishing effective connections between people above trying to codify knowledge into systems. Their corporate intranet has proven itself and has become the backbone of new collaborative way of working. A lot of knowledge management initiatives are based on the exploitation of the capability this intranet provides. For example, their corporate intranet-based directory is one of the most important parts of the knowledge management programme and BT is gradually increasing its functionality, staying closely in touch with the wishes of its users. At the moment British Telecom is evaluating its knowledge management activities, having been active in this area since 1996. Situation scanning History of BT BT was a government-owned company until its privatisation in1984. At its peak, the company employed more than 245,000 employees focused mainly on the provision of fixed telephony services in the UK market. Over 10 years ago BT implemented a major transformation programme, focusing on TQM (total quality management). Since this time, the company was seen successive waves of change, and which have become more frequent over the years. Currently it employs 125,000 people, of which 20,000 are service engineers, and has expanded its operations into mobile telephony, consultancy and outsourcing. BT offers more than 3000 separate products and services for single customers to multi-nationals. Turnover in 1998 was £15.64 billion and a total of £3.657 billion in profits. BT has been actively pursuing Knowledge Management since 1996 – 1997, with a significant focus organisational learning. BT currently operates a functional organisation structure with 40 interdependent business units. About British Telecom 3 British Telecom is one of the world's leading suppliers of fixed and mobile communications services. In the UK, they support around 27 million fixed customer lines and three million mobile connections, through a 60 per cent stake in Cellnet. Their main services are local, national and international calls (with direct dialling to over 230 countries worldwide); and supplying telephone lines, equipment and private circuits for homes and businesses. 3 Data of 1998 (Steve Lakin, BT) CIBIT 18 analisi-KM case studies.doc - 25/5/99
Outside the UK, BT’s strategy is to expand in chosen markets by developing a series of alliances and joint venture partnerships. They have put in place one of the most comprehensive global networks of any operator. In Concert Communications Services, they have the world's leading supplier of global network solutions to multinational customers. BT's major European alliances France Cegetel Germany Viag Interkom Italy Albacom Netherlands Telfort Spain Airtel Sweden Telenordia Switzerland Sunrise British Telecom is also at the forefront of the development and marketing of a comprehensive range of advanced data and interactive multimedia solutions and technologies of the future. As businesses increasingly operate internationally, and as more and more people are travelling and working abroad, so the demand for international communications grows. In the past ten years, international communications - phone, fax, video, data - have more than doubled from 33 billion minutes a year to 68 billion minutes. This growth in demand has been complemented by the liberalisation of telecommunications markets around the world. At the beginning of the 1990s, only about 20 per cent of the world's total telecommunications market was open to competition; by the end of the decade, only about ten per cent will not be. British Telecom currently has three target geographies - North America, Europe and Asia- Pacific - where their strategy is to work with local partners. They now have a number of key partnerships around the world and significant investment in international services. Needs for change British Telecom’s need for change was stated in the following organisational goals: • Expanding into newly liberalising world wide markets, breaking the dependent on the U.K; • BT strategy is to defend it position against new entrants to the U.K. market, which is larger and growing but • also to enter the huge world-wide market of mobile communication, datacommunication (voice also as data, i.e. fully digital) and internet, since • with liberalisation, now is the once in a lifetime opportunity to become an established global player in voice telephony, Internet and mobile telephony. • Being able to understand what knowledge management is all about to be able to guide and offer solutions to customers, since: • BT products fit within the knowledge management programmes of their customers, • BT is increasingly selling knowledge as a product (wrap around a solution e.g. consultancy, along with a tangible product) and, • BT is seen to use what it sells and practices what it preaches. • Building, creating, increasing capabilities, responsiveness and flexibility in order to deliver…(wider strategic goals) e.g.: • Becoming a more credible supplier of communication tools, by o Improving customer relations; • Being able to start and maintain overseas alliances; CIBIT 19 analisi-KM case studies.doc - 25/5/99
Page 1 and 2: Progetto : Edizione finale: 4 - La
Page 3 and 4: Introduction This report covers the
Page 5 and 6: Case study structure Introduction I
Page 7 and 8: Organisational goals Knowledge mana
Page 9 and 10: Public Sector Swedish Ministry of E
Page 11 and 12: UK Ministry of Education Organisati
Page 13 and 14: Dutch Ministry of Education Organis
Page 15 and 16: American Memory Organisational goal
Page 17: Knowledge infrastructure The knowle
Page 21 and 22: This doesn’t mean that other unit
Page 23 and 24: Future Now considered by many to be
Page 25 and 26: • Evaluate knowledge management:
Page 27 and 28: Evaluation Results At the moment Br
Page 29 and 30: Shell Organisational goals Based on
Page 31 and 32: Detailed description Abstract The m
Page 33 and 34: leverage of technology, research, s
Page 35 and 36: triggered by the reputation contrib
Page 37 and 38: already available, solicit suggesti
Page 39 and 40: Processes Best Practice Transfer In
Page 41 and 42: Later, in January 1998, they tried
Page 43 and 44: the solution is not available yet.
Page 45 and 46: enable more and better knowledge sh
Page 47 and 48: larger networks have a fulltime mod
Page 49 and 50: Appraisal system People do get reco
Page 51 and 52: Web based tool, called AltaVista Fo
Page 53 and 54: ICT Different technologies are used
Page 59 and 60: Organisational structure and HRM Co
Page 61 and 62: larger networks have a fulltime mod
Page 63 and 64: In larger, globally operating, netw
Page 65 and 66: people are able to see these tangib
Page 67 and 68: • Comparing individual Shell comp
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eorganisation of an Amsterdam based
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solution in the database and therfo
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this team, e.g. all the Production
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the ambassador and marketeer of the
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within the community of the (person
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plate!”). The way to overcome the
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globe and as such combines a number
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process have their formal networks
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example for a more risky groups, an
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Evaluation Shell did not attach a c
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Volkswagen AG Based on interview wi
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Detailed description Abstract Volks
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Group's new A-class platform. With
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Events for top managers In the firs
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References • Presentation materia
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Part II: public sector case studies
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ICT • Website ‘Schoolnet’ ser
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Eventually this lead to the situati
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National Agency for Education, Invo
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• Subsidising knowledge sharing b
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Detailed description Abstract Situa
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(3)Transferring knowledge Many init
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References Interviewees government
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UK Ministery of Education Organisat
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Processes • Not every process has
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Detailed description Abstract On 6
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National Grid for Learning challeng
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own employability this is not wante
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• A means of supporting and strea
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• School, college-based projects
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Not everybody is satisfied with thi
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• Training in education managemen
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• Department of Education and Emp
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Support structure At this moment th
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Together, the secondary vocational
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that they experiment with ICT. Only
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A large number of demonstration and
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Applied methods No specific existin
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BVEnet, but this has to be broadene
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US Army Organisational goals Based
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Detailed description Abstract The U
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o Foster bottom-up innovation and s
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The process called Career Field Des
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This architecture provides the army
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References • www.army.mil • www
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NDL is the larger whole in which th
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Congress's standards of quality. Di
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activity. The success of the pilot
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groups: interoperability, metadata,
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system, users can access digital li
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NDL Statement An NDL statement is a
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LOC Web site is decentralized, no s
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Annex: case study long lists Privat
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24. Ford Motor Corporation ?EK ? ?
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46. Nortel Networks Web-based knowl
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Remarks: 1. The required column ‘
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81. UCLA base : USA area : worldwid
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