Describe about the Report for Knowledge Management of International Conference.
1. HP is a hugely successful company (HP, 2016). It has its global presence. HP adopted several knowledge management initiatives. They are listed as below-
Trainer’s Trading Post- This is a discussion database on the various training topics (HP, 2016). This helped the internal educators as well as trainers to exchange ideas, methods and materials.
Creating a network of experts- The objective of this project is to guide human resource
Training Library- It consists of a collection of the various documents used for training purpose (HP, 2016). For example, course binders are a training document.
Training Review- It was merged with the trainer’s trading post. It comprised of a collection of the evaluations of the training resources. It can also be called as a collection of ‘Consumer Reports’ (HP, 2016).
HP Network News- It is a database of questions which are frequently asked by Computer Products Organization or the authorized dealers. The dealers can read through them if they face any issues. It has increased the knowledge base of the dealers which reduced the number of calls to the technical support of HP (HP, 2016).
2. HP is popular for its decentralized organizational structure as well as decentralized mode of operations. There are individual departments in which there is a minimal exchange of information (HP, 2016). The departments are self sufficient and function on an independent basis. There are interdepartmental transfers in the organization which makes it possible for transfer of informal knowledge. There were no formal knowledge transfer mechanisms in HP. During 1995, HP started implementing knowledge management initiatives (HP, 2016). The company introduced knowledge sharing networks through various workshops and organizational change management. These initiatives made the company highly successful (HP, 2016). The company enjoyed a competitive advantage due to the introduction of the knowledge building process. The knowledge transfer databases are managed carefully so that it provides maximum benefit to the organization (Ceptureanu, 2016). The introduction of “HP Network News” presented an exhaustive database of frequently asked questions (HP, 2016). It helped the dealers to answer their own queries, thereby decreasing the need to call technical support. This made the employees in technical support to concentrate on more important tasks. The introduction of knowledge management systems fostered the productivity of the employees.
3. The Lotus Notes is a desktop client that provides sufficient information to the people in a business scenario. It is an easy to use option that provides a one point access to all the vital elements that one require getting the work done quickly. This is an important tool for the enhancement of knowledge in a professional environment. The Lotus Notes is useful in the sharing of knowledge through the use of ComNotes (HP, 2016). Every person in the department is allowed to gain knowledge through the knowledge base. The knowledge is important for performing the day to day work in an excellent manner (Nishinaka and Umemoto, 2015). The discussion databases are used for the purpose of posting information online so that it can be retrieved by the users.
The knowledge base consists of the storage of information in a centralized manner where it is easy to retrieve the information (Hung, 2015). It is important for improving the productivity of the employees as they have enhanced knowledge regarding the job role. It also facilitates employee collaboration and increases the engagement of the employees at the workplace. The knowledge base in knowledge management process gives an excellent opportunity to the employees to hone their skills and expertise.
4. The Training Review comprised of a record of the evaluations that are performed on the training resources. The different scrutiny, evaluations and surveillance documents were compiled into a single report known as Training Review (HP, 2016). There was a lack of participation from the employees. The educators were not comfortable in giving their valuable opinions regarding the value of the course. They were also not interactive regarding the course content and the external providers. The lack of feedback from the educators resulted in non-evaluation of the training tools. The human resource of HP did not design any reward structure for the employees who are participating in the evaluation process. There was no motivation level of the employees to participate in the feedback process. This prevented the Training Review from the actual implementation.
Karney could have encouraged people to participate in the evaluation process (Ritzmann, Hagemann and Kluge, 2013). There should have been attractive incentives for people who are contributing towards Training Review. Karney should have offered additional perks for more participation of the people. This could be a free movie ticket, dinner vouchers or free merchandise. The employees who participated in the process should have been appreciated so that other employees would have drawn inspiration.
5. There are a variety of incentive schemes used by Karney for the purpose of promotion of the knowledge base (Reddy and Karim, 2014). He used different strategies for encouraging educators to read various posts. There were also rewards for people who made valuable submissions in the knowledge base. This enhanced the quality of the knowledge database. Karney offered 3000 airline miles absolutely free, for the first 50 readers of the knowledge articles (HP, 2016). An additional 500 miles were offered to people who submitted a document (HP, 2016). The educators also got rewarded for posting valuable comments in the online knowledge database. The comments were made for various reasons such as an appreciation of the articles, addition of essential information or seeking clarifications on any topic. This also led more educators to engage with the knowledge base and perform various activities. The introduction of incentives fetched significant results for the company. During 1966, more than 66.6% of the educator community was actively involved in the knowledge forum (HP, 2016). They performed various activities such as reading the published postings (HP, 2016). There was a large section of the educators who made fresh submissions or commented on an existing posting (about one-third of the educators).
6. Karney had the vision of creating a knowledge base community that would foster the exchange of knowledge. He trained the educators regarding knowledge sharing processes. He devised incentive schemes for bringing in more people in the knowledge base. He identified a risk with the knowledge base- limited number of fresh submissions. The foundation of the knowledge base rested on the diversified and rich content (Chen and Liu, 2014). Karney feared that if there were minimal or no fresh submissions from the educators, then the knowledge base would cease to serve its purpose. He was also afraid of a meager number of participations from the educators and the employees. The less number of participants could cause the management to discontinue the whole idea of a knowledge base. This was the biggest risk factor.
Karney emphasized on the presence of a person (or evangelist) that can convince people to participate more in the knowledge base (HP, 2016). The designated person should exhibit great enthusiasm while encouraging others to connect with the knowledge base at the individual level. He wanted to share responsibility with another person. This is because he wanted the knowledge sharing process to continue and expand, even if he was not present physically.
7. The knowledge management process involved with the PPO function had a mission of enhancing the development of new products and their introduction (Sié and Yakhlef, 2013). It was involved with different job functions, such as Product marketing, procurement, corporate quality, organizational change and others. The PPO organization of HP decided to implement Knowledge Link, which consisted of knowledge regarding the function of product development gathered from various stakeholders (HP, 2016). The knowledge was mainly contributed by the knowledge editors and reporters. They interviewed experts and gathered the knowledge. The objective was to summarize the diverse information collected from different entities and formulate a single knowledge gathering platform. This caused increased complexity in the system. This seemed to be an easy job at first but proved to be really difficult at the time of actual implementation. The collection of information from various sources was not so tough; however the compilation of the vast range of information was cumbersome job. This led to the failure of the knowledge management model involving PPO customers.
8. The knowledge management group of PPO is presently working on three projects. They are discussed below-
Project involving competitor’s information-
This is a project which is based on the information of the competitors. The competitor’s information gives crucial data which is needed for HP to formulate strategies for gaining competitive advantage (HP, 2016).
Web based interface-
This project is concerned with creation of a web based interface for the purpose of collection of various kinds of information (HP, 2016). The primary and secondary information is collected and made available in the web based interface.
Project involving international marketing intelligence-
The third project is a lucrative project that is based on the international marketing intelligence data. The information collected is used by HP to identify the market opportunities in international markets and facilitate accurate decision making (HP, 2016).
There might be several risks involved in the implementation of the knowledge management process (Mojibi, Khojasteh and Khojasteh-Ghamari, 2015). The first project may be difficult to implement as it contains sensitive information. The data on competitor’s products as well as services may be difficult to collect, compile and implement in real life (Li, 2013). This issue can be solved by creating reliable sources for gathering information. The second project that involves a web based interface may be complicated and the users would not be able to follow it. The educators or the users should undergo proper training for the ease of use of the web based interface (Liu, Gang and Ma, 2014). The third project involving market intelligence data may not find suitable analyst for it correct analysis. This may be resolved by the recruitment of suitable market analysts (Flores and Villalobos, 2013).
References
Ceptureanu, S., 2016. Knowledge Cycles and Knowledge Management. International conference KNOWLEDGE-BASED ORGANIZATION, 22(1).
Chen, Y. and Liu, L., 2014. The Knowledge Base Development for the Web Content Accessibility Guidelines. International Journal of Intelligence Science, 04(01), pp.29-37.
Flores, H. and Villalobos, J., 2013. Using market intelligence for the opportunistic shipping of fresh produce. International Journal of Production Economics, 142(1), pp.89-97.
HP, 2016. HP® Official Site | Laptop Computers, Desktops, Printers and more. [online] Hp.com. Available at: <https://www.hp.com> [Accessed 4 Aug. 2016].
Hung, H., 2015. Influence of knowledge networking, knowledge base, and knowledge strategy on innovation capability. IJBSR, 9(2), p.138.
Li, H., 2013. Publishing Security Policy of Digital Library’s Sensitive Data. Information Technology J., 12(24), pp.8040-8044.
Liu, S., Gang, J. and Ma, H., 2014. The Design of Web User Interface Based on Dynamic Re-Components. AMM, 539, pp.424-428.
Mojibi, T., Khojasteh, Y. and Khojasteh-Ghamari, Z., 2015. The Role of Infrastructure Factors in Knowledge Management Implementation. Know. Process Mgmt., 22(1), pp.34-40.
Nishinaka, M. and Umemoto, K., 2015. Project Knowledge Management. Knowledge Management: An International Journal, 13(4), pp.15-30.
Reddy, S. and Karim, S., 2014. Impact of Incentive Schemes on Employee Performance: A Case Study of Singareni Collieries Company Limited, Kothagudem, Andhra Pradesh, India. Sci. Technol. Arts Res. J., 2(4), p.122.
Ritzmann, S., Hagemann, V. and Kluge, A., 2013. The Training Evaluation Inventory (TEI) – Evaluation of Training Design and Measurement of Training Outcomes for Predicting Training Success. Vocations and Learning, 7(1), pp.41-73.
Sié, L. and Yakhlef, A., 2013. The Passion for Knowledge: implications for its Transfer. Know. Process Mgmt., 20(1), pp.12-20.
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