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Knowledge Management for the Telecommunications Industry
IEC Publications, Pages: 212
The 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.
Features
- Frameworks for shifting from the established industry paradigm and implementing knowledge management initiatives - Tools for identifying, nurturing, and harvesting corporate knowledge-including intranets, extranets, groupware, expert systems, decision support systems (DSS), electronic data exchange (EDI), and the Internet - Case studies for demonstrating the benefits of specific knowledge management strategies in practice Survey findings for identifying current and future knowledge gaps for telecommunications companies and their suppliers - Measurement methods for assessing knowledge and ROK in a given process
Use this in-depth resource to better manage your own company's most precious asset: knowledge.
WHO Should Read This Report
- Corporate operations executives who must ensure that their employees and systems have access to the knowledge necessary for their companies' survival and prosperity - Strategic business development executives who must harness their company's distributed intellectual resources and assets to take advantage of new market opportunities - Process managers who must monitor and measure their core process areas in terms of cost and value - Subject-matter experts who must use statistical averaging to form a common frame of reference for process learning-time estimates - Independent consultants who must continually track the industry and its changing needs - Software suppliers and equipment vendors that must be aware of knowledge gaps within legacy systems that affect the transition to new systems About the Authors
Thomas J. Housel, Ph.D., specializes in telecommunications, information technology, value-based business process engineering, and knowledge-value measurement. He is currently an academic program director and a clinical associate professor in the information and operations management department of the Marshall School of Business at the University of Southern California. He teaches Executive Program, M.B.A., and undergraduate courses in information technology, telecommunications, knowledge management, and business process reengineering.
Dr. Housel, who received his Ph.D. from the University of Utah in 1980, won the prestigious Society for Information Management Award for best paper in the field in 1986. His work on measuring the value of intellectual capital has been featured in numerous publications including Fortune (cover story) and Investor's Business Daily.
Sandra C. Hom is director of industry research at Oracle Corporation, a leading worldwide provider of enterprise resource-planning software worldwide. Ms. Hom is the author of numerous white papers on business strategy and high-technology issues.
Prior to joining Oracle, Ms. Hom served in senior management positions at Xing Technology, a pioneer in audio and video streaming over the Internet, and at Mesa Research, a management consulting firm focused on telecommunications and high-technology issues. Ms. Hom received her B.A. in economics from the University of Southern California.
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