Evaluation of Knowledge Management efforts at Orange - Mauritius Telecom

2. Mauritius Telecom (MT)- Orange is the leading telecommunications operator
and service provider in Mauritius. Incorporated in 1988 as Mauritius
Telecommunication Services, it acquired the assets of Overseas
Telecommunications Services in 1992 and was renamed Mauritius Telecom. It
has since enjoyed a phenomenal rate of development and it is now one of the
top companies in the country, with revenue of Rs 8.4 billion in 2013.
The Company, which is ISO 9001:2008-certified, operates in accordance
with the requirements of good corporate governance practices, providing
fair working conditions and offering secure products and services.

6. The KM team needed to help Orange make better use of the know-how locked
up in employees’ heads – to get product knowledge, for example, to the front-line
at the call centre where customer loyalty is made or broken. This is
especially critical in such a fast-moving sector as the mobile telephony industry,
where customers can be looking around for a new deal every 12 months.
Their responsibility was to improve the performance of the call centres by improving
the learning, knowledge and understanding of front-line staff. The target for their
success or failure was, quite simply, linked to improved customer satisfaction. And
they had to achieve this by working with those who had the best, most intimate
knowledge of the customer – the call centre representatives themselves, especially
the experienced ones

7. Knowledge Management Model Implemented

8. Market Value
Equity
Human Capital
Structural Capital
Customer Capital
Organizational Capital
Innovation Capital
Process Capital

9. Customer base, relationships and potential
`

10. KNOWLEDGE CREATION AT
ORANGE
NONAKA MODEL

11. Externalization
Motivation is vital in fuelling the essential efforts in Orange Company.
Workers often ask themselves why they need to make the effort of
converting tacit knowledge into explicit knowledge. Orange workers
highlight the fact that though tacit knowledge is very uncertain and
very hard to assess, explicit knowledge is well well-defined and can be
estimated. Thus, externalization is a process of decreasing our total
knowledge, by shaping and combining new shaped knowledge into
the existing explicit knowledge structures. Hence, this aids in sharing
and creating knowledge between Orange workers.
Tacit
Knowledge
Explicit
Knowledge

12. Combination
Combination is mostly a social process established on the communicable
possessions of explicit knowledge of Orange Company. Combination takes
place in a definite background, and thus it is essentially related to the
concept of Ba. However, Orange workers highlight on the fact that
knowledge transfer can be done only from an upper level of knowing
toward a lower level of knowing.

13. Internalization
Knowledge among Orange workers is internalized by an incorporation process in
the previously known knowledge. If essential, this combination will re-structure
the outdated knowledge. This new adopted knowledge amplified the level of
workforces understanding and his absorptive capability. It also raises the
probabilities of worker participation in a socialization process, and in involving the
tacit knowledge contributing this way to the rising progress of the knowledge
spiral. Internalization is closing the sphere of knowledge creation; a method which
is evolving through constant social interaction.

14. Socialization
Orange knowledge creation is a constant process moving upward on the
knowledge spiral, where the level field of forces is created by individual
learning process, and the vertical field of forces is created by the
organization. Knowledge creation initiates within the individual worker and
is emerging through social communication from individuals to groups, and
then from groups to the whole industry.
TACIT TACIT

15. DEMAREST MODEL

16. FRID’S MODEL

17. KNOWLEDGE SHARING AT
ORANGE
Platforms of KS at Orange
KS in Orange has become an essential part of KM. The ultimate
objective of KS at Orange is to allocate the right content to the right
worker at right time. To achieve this objective each and every one at
Orange are using many distributing networks, here are some
furthermost popular platforms of KS at Orange, which are being broadly
used.

18. Team Meetings
Video Screening Sessions
Training Programs
Workshops / Seminars / Conferences
Knowledge Sharing Tools
Enterprise Resource Planning (ERP)
Content Management
Portals

19. Data Warehousing
K-logs
Wikis

20. Barriers to Knowledge Sharing at Orange
Belief in the Concept
“Knowledge is Power”
Obviously “Knowledge is Power” forever, but Orange nowadays consider
and inspires much collaboration, shared knowledge and convey research
somewhat. It is only some workers who have knowledge can hold for
rewards. It might be the owner manager of Orange not wanting to have
business secrets, it may be a specific specialist who has been in Orange for
many years and built up his/her own method of attaining success

21. Don’t Advise Me Attitude
Non-Awareness of Importance of Knowledge
Trust
Time Problem

22. Overcoming the Barriers at
Change Organizational Culture
A Cultural Audit
Total Involvement
Use Role Models
Team Building
Reward System

23. Change People
Benchmarking
Competition

24. Benefits of Knowledge Sharing at Orange
o Know-how can be shared
o Revenue and job variations don’t cripple the scheme
o Decreases sequence time
o Decreases costs
o More effective utilization and reuse of Knowledge
assets
o Improves functional efficiency
o Rises worth of current goods and services

25. KNOWLEDGE STORAGE AT
ORANGE
Knowledge that is conveyed between the Orange members in a useful way and it
remains in a human brain. Furthermore, such transferred knowledge requires be
storing and retaining in a warehouse so that other members at Orange could
reclaim it for forthcoming use without an interface with the worker who possesses
such knowledge in the first place.
Knowledge, which is perceived presently, pertinent and precise, should be
warehoused into and should also be retrievable from the storage bins and thus the
storing of such knowledge could yield more advantage to Orange.

26. TOOLS ENABLING KNOWLEDGE STORAGE AT
Data warehouses
Knowledge warehouses
Databases and Knowledge bases
Data marts
Data repository
Content and Document Management Systems

27. KNOWLEDGE REUSE AT
Knowledge Reuse Situations at Orange
Internal: Where the knowledge maker at Orange uses his own
understanding at some forthcoming point.
External: Where the knowledge customer of Orange uses somebody
else's knowledge.

28. Problems and Recommendations for Managing knowledge reuse at
Orange
Cost
Specific requirements of specific individuals and groups
Shared work producers, recommendations
Shared work practitioners, recommendations
Expertise-seeking novices, recommendations
Miners Secondary Knowledge
Willingness

29. Recommendations
Community action planning
Exploring their community in-depth over the course through a
workshop, delegates will then be stimulated to launch their
community, including key events, ongoing day to day activity
and communications planning.
Enabling technology
As a large and complex organization like Orange, a fundamental driver for
communities is to make accessible it’s dispersed experience and knowledge
for anybody who could benefit. It is thus essential to provide supportive
technology to empower these exchanges to take place repeatedly, to be
easily captured, and then shared. Furthermore, understanding the
technological enablers also permits communities to make the most of face-to-
face events by encouraging building relationship, direction setting and
discussion rather than document sharing or report.

30. GOODBYE
Orange is the leader in
Telecommunication in
Mauritius with due
acknowledgement to
implementation of part of
Knowledge Management