![](bg9.png)
captured by the customer success to be re-used in the
future.
4.5. KM Score Card
KM scorecard shown below, also known as KM
strategy map, provides a useful scheme of linking
strategy, activities, and knowledge resource (Kaplan
& Norton, 2004) KM scorecard being developed is a
differential form to give clear correlation between
strategy, initiative, objective, and which concerning
the KM maturity gap removal in Jurnal. In the
development of KM scorecard, the researcher uses
the approach of KM planning from (Tjakraatmadja,
2009).
At the end, KM scorecard shows how KM benefit
is generated from KM initiative in the company. The
process itself will increase company’s intangible
value, and by actively managing knowledge, it will
increase the work efficiency of the team, building
learning environment, and booster sharing and
collaborative culture which trigger innovation.
5 RECOMMENDATIONS
The lack of KM governance and nonexistence of KM
platform have been highlighted as tow of main issues
causing unequal knowledge distribution in customer
success division. To improve the situation, there
should be full support from management. Thus, there
are several things that should be considered
implemented. First is to identify key stakeholder
interest and objectives. This is needed to clarify what
are each stakeholder want to achieve in the KM
implementation. Then, the company needs to develop
KM strategy maps which match the business strategy
as KM itself will become the tool to increase work
efficiency and effectiveness. In this case, KM strategy
implemented should be in line Objective Key Result
(OKR) of Jurnal customer success division. The KM
strategy map can be seen in figure 3.
In developing KM initiative collaboration with
one or more business unit in developing and
promoting KM initiative. Collaboration from other
business units such as management, IT, and learning
development can be done in knowledge café where
each business units with same interest could
collaboratively develop solutions for problems.
Improvement of procedure and KM tools.
Improvement of the procedure could start by better
documenting the knowledge gathered. As knowledge
sharing habit already running in the division, there
should be better documentation to the knowledge has
been shared. In the scale of a start-up company, it
could be done by having knowledge archiving and
codification workshop and to store the knowledge
with available resource.
Periodical evaluation and study should be
conducted to assess the statistic of KM program. The
metrics could be set by how much knowledge has
been shared and documented, how the knowledge
affect the speediness of answers and solution to the
customer.
Some considerations on developing an
implementation plan being noted by the researcher
are listed below
• Current ongoing business process evaluation.
Researcher creates an implementation plan
based on current business OKR which evaluated
quarterly, and companywide evaluation and
rewarding which happens on April and October.
• Current ongoing KM program. Researcher
understands that there are several KM initiatives
has been running in the company. Thus, the
implementation plan would not remove the on-
going program such but more to adding
activities that could improve the current process.
Current KM activities such as CS weekly
meeting, company meeting, demo simulation,
and design thinking training will still be running
as it is.
• Current Resources. Currently, there is no
dedicated personnel for KM process, and
looking from the scale of the company it would
not be efficient to add into the organization
structure. The solution is to add KM related task
into the job description with clear KPI, which
later can be evaluated and rewarded.
• Management involvement. The success of the
proposed plan depends heavily whether the
management fully engaged into the proposed
plan or not. The proposed plan will take multiple
iterations on the first phase of implementation;
hence it will need strong direction and
leadership from all stakeholder involved
REFERENCES
Acharjya, D., & Ahmed, K. (2016). Survey on Big Data
Analysis: Challenges, Open Research Issues, and
Tools. International Journal of Advanced Computer
Science and Applications, 7(2), 511-518.
Aminudin, M. (2017, January 5). Darmin: Peran Sektor
Digital Sangat Besar di Ekonomi RI. Dipetik
September 15, 2018, dari Detik Finance:
https://finance.detik.com/berita-ekonomi-bisnis/d-
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