sitex orbis a case study
TRANSCRIPT
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Business Solutions
Abhishek Aggarwal : 201051366Ashutosh Amol Doijode : 201080337Bhavesh Bhansali : 201077708Matthew Dunaway : 201082446Soumya Banerjee : 201067339
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Overview
• Soft System Methodology Analysis• Why Knowledge Management ?• Implementation • Risks & assessment• Financial Justification
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Root Definition “A system owned by SitexOrbis to offer
better protection and security services to its customers while maintaining good relations across the company and promoting fast and effective communication between the management and staff in order to improve the motivational levels of the employees with training, to achieve overall customer satisfaction in the coming years under political, social, economical, legal, environmental, technological and competition constraints”.
CATWOE
Clients: Customers of SitexOrbis
Actors: Management and Staff of SitexOrbis
Transformation: Improve the motivational level of employees to achieve overall customer satisfaction
World View: Better protection and security services
Owner: SitexOrbis
Environmental Constraints: Political, Social, Economical, Legal, Environmental technological and competition constraints
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1) Identifying the scope of
training
6) Measure the
performance
5) Record the
performance
2) Provide necessary training
3) Defining roles and responsibilities
4) Perform task
8) Monitor (1-7)
9) Evaluate the effectiveness &
efficiency
10) Customize the training modules
Setting up of HR strategy( retention & promotion)
Defining the reward systems
Linking of rewards with
performance & output
7) Customer Feedback
Implement the changes
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Training to Employees
• Inadequate Training
Defining Roles
• Confusion about roles and responsibilities
Appropriate action on customer feedback
• No effective action undertaken currently.
Motivating Employees
• Low retention rate in the sales department.
Monitoring Measures of performance
• No effective monitoring on overall process.
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Knowledge
HowTo do
things
WhereTo find examplesWhom
To ask for help
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Knowledge Sharing
EXPERTISE
DEC
ISIO
N-M
AK
ING
PO
WER
Experts ‘T’
Expert ‘M’
Working and Learning togetherExpert ‘E’
Expert ‘G’
Experts ‘A’
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people•Job Description•Knowledge Sharing is Core Competency•Staff Performance Acknowledgment & Assessment•Networks/Communities of Practice
process•Process flow•Annual Reports•Lessons Learned•Project Reports•Flow charts
technology•Document Management•Connectivity•Calendar•Internet
KM
organisation•Methodology•Corporate Memory •Branding
Sections of Knowledge Management
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Implementation
Create •Create knowledge map•Form a team
Organize •Auditing of sources•Categorization of knowledge
Share •26 half day workshops per annum•Recording of training data
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Risk Assessment
Change
• Large up front work • Constant updating
No fix list
• Less intuitive• Team effort
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0 0.5 1 1.5 2 2.5 3 3.5 4 4.50
50000
100000
150000
200000
250000
300000
0.00
19980.00
90561.00
175689.00
275592.00
58500
84500
110500
136500
162500
Cumulative costsLogarithmic (Cumulative costs)Cumulative benefits
yYEARS
£
Financial Analysis
£
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-100000
-50000
0
50000
100000
150000
-58500-64520
-19939
39189
113092
Chart Title
Net benefits of Project
Financial Analysis
Years
£
£
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Effective knowledge management can take place only when people are effortlessly able to share their individual ideas with each other.