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KM Implementation in True Corp. 1 December 2005, The 2 nd National KM Fair Ruangsak Sriwatthanah. True Corporation, PCL. Established in 1990 (Telecom Asia) Sector: Telecommunications Products and Services: Fixed line Operator Mobile Operator Internet Service Provider
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KM Implementation in True Corp. 1 December 2005, The 2nd National KM Fair Ruangsak Sriwatthanah
True Corporation, PCL. Established in 1990 (Telecom Asia) Sector: Telecommunications Products and Services: • Fixed line Operator • Mobile Operator • Internet Service Provider • Content Provider • Cable TV (UBC)
True vision “to be a customer-focused total communications solutions provider.” True brand public launch, 1st April 2004
credible • creative • caring • courageous truevalues
Strategy: in Telecom (service sector), the key success is not the technology but “Customer Satisfaction” .
Justifications of KM Initiative • Customer Satisfaction • Complex products/services • Key performance indicators of customer services • Knowledge • Speed • Polite • Follow-up • Approximate 1,500 agents in call center • Productivity & Efficiency
KM Initiative MilestoneJanuary 2001 KM System for Call CenterFebruary 2003 KM Implementation project with FTPIMay 2003 KM Organization set upApril 2004 KM web phase ISept 2004 Revisit KM and tackle the issuesMar 2005 CM web phase IIDec 2005 CM web phase III
True KMis aim to be a center of corporate information and establishing true knowledge sharing community.
4 5 6 Recognition and Reward Measurements Learning A living community Transition and Behavior Management Processes and Tools Communication 3 2 1 KM Cycle GOAL Concept model by Mr. Robert Osterhoff
KM Achievement • The central knowledge center for True Corporation. • KMS consists of thousands of documents, 4-year achieved, containing all the necessary information to handle customer’s enquiries. • 1,500+ users currently rely on just-in-time information on KMS. • Average 50,000 page view/day. • The effective communication tool for all call center and retail representatives.
Lesson 1: Transition & Behavior Invest time and effort to understand the corporate culture, identify motivations and ensure change happens where needed.People will resist change. Therefore, getting staff to believe that KM will make their jobs more productive. It requires a change management plan e.g. policy, performance review, KM Committee.
Lesson 2: Communication Clearly explain KM objectives (what, where, when, why) for every level of staff. Miscommunications lead to misunderstanding: Sometimes there is a fear that KM will be used to replace people.Using reminder (signs or messages) will help.Continuous communication is a must.
Lesson 3: Processes & Tools Do not make the process difficult to master - this may discourage staff to participate.KM is not a technology or set of methodologies.Instead, KM is a true practice (involves people, process and technology).An intelligent KM system need user interaction (share and reuse information).
Lesson 4: Training & Learning Train staff correctly how to use KM system is important success factor.Select several staff to learn the system early on, so that their ease of adaptation will influence their peers.Sharing will help staff learn from each other.
Lesson 5: Measurement “What you don't measure, you can't manage.”ROI calculation of KM initiative can help you achieve ongoing executive-level buy-in.Efficiency (Quantity): Average Handle Time, Talk Time, After Call WorkEffectiveness (Quality): First Call Resolution, Escalation, Repeat CallsInnovations: Self-Services and Customer Satisfaction
Lesson 6: Recognition & Rewards “Who wants to be the number one contributor?”Encouraging staff to contribute knowledgecan foster innovation and team building. Developing a simple reward system. It does not have to be a monetary one. Recognition is appreciate.
thank you