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Knowledge Management for the Telecommunications IndustryPublished by: IEC Published: Dec. 1, 1999 - 212 Pages Table of ContentsTABLE OF CONTENTS Executive Summary Chapter One: Telecommunications in the Knowledge-Based Economy Telecommunications in Transition Brave New World The Global Brave New World The Knowledge Economy Impact of the Knowledge Economy Knowledge Capital Value versus Cost of Knowledge Assets Intangible versus Tangible Assets Knowledge Organization in the New Economy Telecommunications in the Knowledge Economy Technology, the Net, and Telecommunications Telecom Spillover Knowledge Management in Telecommunications Information versus Knowledge Knowledge Management Initiatives in Telecommunications Companies Chapter Two: Definitions of Knowledge Management Defining Knowledge Management Why Is Defining Knowledge Management Difficult? Technologist and Management Definitions of Knowledge Management Electronic Propinquity Knowledge Management Overview Knowledge Asset Portfolio Knowledge Gaps Knowledge Gap Assessment The Knowledge Management Process Knowledge Management Value Creation The State of Knowledge Management Chapter Three: Knowledge Management at Work in Organizations Knowledge Management in Practice Who Is Using Knowledge Management? Perceptions of Knowledge Management Knowledge Management Positions Three Leaders in the Field Dow Chemical Hughes Space and Communications Monsanto Market Impact of Knowledge Management Chapter Four: Four Approaches to Knowledge Measurement Measuring Knowledge Management Initiatives Measuring Value Knowledge Assets Knowledge-Building Expenses A New Paradigm Methodologies Knowledge Value-Added (KVA) Activity-Based Costing The Balanced Scorecard Chapter Five: Tools and Techniques for Knowledge Management Intranets Groupware Expert Support Systems, Decision Support Systems, Group Decision Support Systems, and Executive Information Systems Extranets Electronic Data Interchange Chapter Six: Knowledge Management in the Telecommunications Industry Overview of Case Examples AT&T U S West Stentor Chapter Seven: Five In-Depth Case Studies ABC Telephone Customer-Care Call Center, Los Angeles Market Structural Levels of Customer-Care Representatives The Computer System The Culture Goals for the Analysis Steps and Methodology High-Level Knowledge Audit Customer-Care Department Customer-Care Queue The Flex Rep Process Baseline Results Summary Accounting for Revenue Bottom-Line Benefits First World The Baseline Model Results Technology Advantage Two-Way Conversation Field Tasks Need for Technology Improvements Moving Knowledge from People to Information Systems Path Forward Stentor Resource Center, Inc. Methodology Stage I: Baseline Analysis Stage II: Development of Revenue Contribution Models Stage III: Development of Revenue Contribution Methods Recommendations Telecom Italia Principal Project Phases Recruiting Team Members Selecting a Core Process Training Team Members Collecting and Analyzing Data Developing Recommendations Pilot BPR Study Process Models ROK and ROP Calculations Selected Observations Extending KVA Pacific Bell Core Process: Construction Engineering and Support (CESP) Goals and Key Issues CESP Management Decision-Makers Current CESP Appendix: Conclusions Chapter Eight: Locating and Addressing Knowledge Gaps Knowledge Gap Survey Overview Survey Goals Survey Methodology Results from the Preliminary Panel Survey Conclusions Knowledge Gap Strategies Specific Knowledge Area Management Initiatives Appendix: Survey Questionnaire Appendix A: Cases for Knowledge Management in Telecom Customer Industries McKesson Pharmaceuticals New Car Sales Big Brands Foods, Inc. Enterprise Computer Testing, Inc. Mortgage Banking Auto Insurance Distance Learning United Radiology Appendix B: KVA Methodology XYZ Telephone Company Case Background Seven-Step KVA Method Appendix C: Knowledge Management Resources On-Line Resources Companies Offering Knowledge Management Products Companies Offering Knowledge Management Services Appendix D: Acronym Guide Bibliography AbstractOVERVIEWThe fundamental building block of the successful modern corporation is knowledge. Without a solid knowledge base, being first, being big, being well known, and being well organized are no guarantee of survival in the telecommunications marketplace. Consequently, being right is the true secret to success, and right presumes the shrewd acquisition, application, and management of knowledge. In the new knowledge-based economy, the companies that earn and deserve their success will be those who can give their stakeholders and clientele the right answers. How significant is knowledge in the new economy? The following examples give some indication of the extent of its influence. More than 50 percent of the gross domestic product (GDP) in major countries of the Organization for Economic Cooperation and Development (OECD) is now knowledge-based. Almost 60 percent of all American workers are knowledge workers of some sort, while eight out of 10 new jobs are in information-intensive sectors of the economy. By 2000, nearly 65 percent of all new jobs will be performed by knowledge workers or people whose livelihoods depend on the information they generate and receive. In a half-trillion-dollar industry defined by information and characterized by fierce competition, telecommunications companies must find ways to monitor, measure, and deploy their vast knowledge assets effectively. To help them do that, the International Engineering Consortium has published an extensive comprehensive examination of knowledge management in the telecommunications industry. Provocative and insightful, Knowledge Management for the Telecommunications Industry offers an overview of emerging developments and practical applications, including in-depth case studies of intellectual asset management in the telecom industry. Read this report to discover: How one telecom's new sales order process enabled a single service representative to perform the same functions as 12 technicians. How another company's call-center systems (after an extensive knowledge audit) yielded a 39.7 percent increase in capacity and a cost savings of $1,285,607. How yet another competitor improved its return on process (ROP) and return on knowledge (ROK) by 87 percent after implementing an intranet system combined with an automated workflow application. Get Full Details About This Report >> |
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