The term ‘knowledge’ reflects needs and values in an organisation. Additionally, knowledge is identified in terms of its usage, needs, and sources. Knowledge Management provides a strategy towards successful accomplishing of a task. On the other hand, factors define the role knowledge plays in the contribution and management of knowledge. This report investigates the knowledge held within NBN and its usage in successful completion of the task presented by the Government.
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The term ‘knowledge’ has various definitions. For the purpose of this report, the author defines knowledge in terms of its nature. Frické (2009) defines knowledge as a body of understanding and skills that is constructed by people. Lack of knowledge within NBN has resulted in enormous dissatisfaction and difficulty within NBN departments and the Government itself. This deviates from the definition of Knowledge Management and sets a direct approach in identifying knowledge within NBN. Additionally, it sets the stage on probable use of knowledge in accomplishing NBN’s desired outcomes (Frické, 2009).
Knowledge in NBN
Authors have made frequent attempts to give a systematic description of knowledge. As stated earlier, there are numerous definitions and descriptions of this term. In a business or organisational perspective, Wilson (2002) provides a precise description of knowledge in a business manner. Knowledge of a business situation aids in understanding the implications of incoming information and data. From that point of view, a person can either take action or ignore the stimulus (Wilson, 2002). At NBN, the environment is quite similar to what Wilson (2002) describes. In understanding knowledge within NBN, the author acknowledges that Telstra has made a sole decision without realising the knowledge held within NBN or using outside knowledge sources to make a concrete decision.
In discussing knowledge, various authors take various perspectives. Identifying and managing knowledge within organisations has two forms/approaches: tacit and explicit. The first approach posits that knowledge is personal in nature. Therefore, it is difficult to extract from the heads of individuals. This description given by Shannak (2009) helps the author comprehend a likely scenario within NBN. Additionally, Shannak (2009) presents explicit knowledge approach as “knowledge that can be explained by individuals even though some effort and even some forms of assistance may sometimes be required to help individuals articulate what they know” (p. 242).
The person in charge did not exercise many of the knowledge situations mentioned in the case study appropriately. NBN case aims at illuminating the potential knowledge held and its usage within NBN. Moreover, the definition points out that the knowledge held within NBN and its use could have been enhanced (Gerami, 2010).
Knowledge Management (KM)
Knowledge Management derives organisational goals and objectives by accessing the knowledge stored in some form within the organisation. This may be in a database, mainframes, and servers, among others. The end users access, extract and apply knowledge to the business condition/situation, thereby transforming it into meaningful outputs. This translates into better business performance and streamlined processes. Knowledge management is a trans-disciplinary approach that improves organisational outcomes and learning through optimal use of knowledge. Three factors contribute to inefficiency in how knowledge is managed in organisations. Information, knowledge, and people are amongst the contribution of the inefficiency within organisations. At NBN, this mismanagement is quite evident as demonstrated by the lack of proper planning and communication channels. In managing knowledge within an organisation, proper procedures, techniques or systems need to be in place to help in accessing the needed information (Shannak, 2009).
Knowledge Planning and Processes
Approach to Knowledge Planning
Knowledge Management planning is critical in ensuring that current KM solutions reflect technological and market changes. At NBN, as part of its consultancy business, the company advises clients regarding KM planning. Therefore, it is logical that the company should have high end KM planning. NBN is quite sensitive to changes in the market that may affect its operations. The company forecasts future trends through a careful analysis of current changes in KM. This way the company anticipates future products and sets up teams to develop them. This includes software and hardware. The company is also a huge fan of reverse engineering which trail blazed its success (Drury, 2007).
Knowledge Management Strategy and Planning Methodology
Different methodologies may be adopted to carry out planning and strategy in KM effectively. It is crucial to note that KM is the bedrock of current organisational operations. Hence, a possible failure or fault in KM could have catastrophic ramifications. NBN has adopted a leveraged 6-point KM strategy and planning methodology in its operations. The 6-point methodology is outlined below (Alavi, 2005).
Indentify Business Strategy and Capabilities
In this step, NBN defines its overall enterprise strategy. This is the strategy developed by top management which generally outlines future goals, vision, and objectives. In addition to this, NBN divides its operations into units and describes their strategies, for example, the China Unit. Lastly, business defines operational capabilities that are prevalent to ensuring the realisation of the business strategy.
Outline Business Process Framework
In this step, business processes are defined, roles are outlined, and business scenarios forethought. All this is done in respect to the business capabilities outlined. In addition, business indentifies areas that starkly differentiate it from other players in the same filed.
Define Targets and Enabling Applications
In this step, NBN indentifies its main targets and strategies. This way, applications may be developed to cater for key integration points that the company indentifies. Additionally, NBN highlights components and services that will define its business.
Indentify Core Data and their Sources
In this step, the business indentifies and clearly outlines the most critical data and the data points. NBN cleans these data points to come up with trusted sources of data. These may be clients, suppliers, consultants, or business analysts. The data helps in ensuring smooth business processes. Moreover, NBN develops standards for which to accept or reject a data point (Hitt & Hoslisson, 2008).
Directions and Support of Infrastructure
In this step, the company defines KM strategy and necessary infrastructure. NBN also selects the standards for the development of that infrastructure and outlines the services for the infrastructure.
In this step, NBN sets the timelines for the achievement of the plan. It also defines milestones and relevant targets as well as highlights the critical success factors. Lastly, NBN thinks over future steps after realisation of the plan.
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To implement the given task properly, the Telstra manager has considered several actions. First, knowledge gathering is crucial to understand the required task. It is also important to undertake an analysis of the task given. Second, knowledge organisation and structuring demand that after the conclusion of the meeting, NBN should assemble a selected team to analyse the task, thereby form a knowledge-sharing environment conducive for brainstorming. Third, after analysing the task given, the team should set goals to have a strategy of accomplishing the task and properly planning the process from start to finish. Finally, upon accomplishing of the project, the NBN team presents their proposal for accomplishing the task (Ackoff, 1989).
The SECI model
A proposed methodology or model is shown below for better managing the knowledge of NBN:
This model explores how an organisation creates and manages knowledge. The model theorises that knowledge held by individuals is shared which transforms it. The recruitment process of NBN is an exceptional example upon using the SECI model, as the manager has neglected to engage the stakeholders and employees of NBN to contribute and get involved in the project. The model represents an environment conducive for growth of knowledge as it encourages communication and transparency. Additionally, the model advocates for sharing.
Actors involved in management of knowledge within NBN are as follows:
|Actors: Creator||Requiring the knowledge by||Knowledge type|
|The Government|| ||Explicit|
|Telstra|| ||Explicit and Tacit|
|NBN|| ||Explicit and Tacit|
|The manager of NBN||Sign of explicit knowledge used but not extensively or precisely ||Tacit more than explicit|
This report analyses the role knowledge plays within NBN in accomplishing a particular task. It is essential to share knowledge in an organisation to realise success and measurable outcomes. Although NBN has various knowledge sources, it fails to consider valuable knowledge. In this regard, the author looks into the various steps that NBN may take to seal this loophole. It is crucial to note that Knowledge Management implies that knowledge is manageable and can be used to derive the success of an organisation. NBN fails in its endeavour to tap into the knowledge held within the task as demonstrated in the paper. In this regard, the author offers various solutions (Castells, 2011).
Ackoff, R 1989, “From Data to Wisdom”, Journal of Applies Systems Analysis, Vol. 16, No. 19, pp. 3-9.
Alavi, M 2005, “Knowledge management and knowledge management systems: conceptual foundations and research issues”, Critical Perspectives on Business and Management, Vol. 3 No. 2, pp. 163-202.
Castells, M 2011, The Rise of the Network Society: The Information Age: Economy, Society and Culture, John Wiley & Sons, New York, NY.
Drury, C 2007, Management, and Cost Accounting, Cengage Learning EMEA, New York.
Frické, M 2009, “The knowledge pyramid: a critique of the DIKW hierarchy”, Journal of Information Science, vol. 35 no. 2, pp. 96-131.
Gerami, M 2010, “Knowledge Management”, International Journal of Computer Science and Information Security, Vol. 7 No. 2, pp. 234-237.
Hitt M & Hoslisson, R 2008, Strategic Management Competitiveness and Globalization, Thomson, London.
Shannak, R 2009, “Measuring Knowledge Management Performance”, European Journal of Scientific Research, Vol. 35 No. 2, pp. 242-253.
Wilson, TD 2002, “The nonsense of ‘knowledge management”, Information Research, vol. 8 no. 1, pp 1-13.