Buckman lab (knowledge sharing)

Knowledge Management &
Knowledge Sharing with
reference to the “Buckman
Laboratories Case Study”

Arnab Chakraborty
MBA(Oil&Gas)UPES

2/7/2013 Buckman Laboratories International 1

Agenda
• Company History
• Buckman Lab Case Discussion
– Pre K’Netix era
– K’Netix era
– Challenges of K’Netix
• Expected Questions In Mind
• Knowledge Sharing @ Buckman Lab
– Evolution of KM
– Evolution of IT(The TimeLine)
• Conclusion

Company History
• Speciality chemical supplier
• 1500 + associates
• 10 manufacturing locations in 9
countries
• 22 offices in 19 countries
• Operates in 90+ countries
• $485M + revenues

• A video introduction to Buckman Lab

Buckman Lab Case Discussion
• Pre K’Netix era
– Difference between Stanley(pre 1978) and
Bob Buckman(post 1978) philosophies
• Stanley- Multinational Organization
• Bob – Global organization (New Approach)
• Stanley – Product driven
• Bob – Customer driven (New Approach)
– Key to the New Approaches
• Expand sales force
• Multicultural, multilingual and decentralized
organization- code of ethics captured in a
wallet sized laminated card


– Best Practices
• PhDs were send out to gather best business
practices
– Problem
• Time consuming
• Not enough PhDs
• Information attenuation
– Need for change(1986)
• All GMs were connected to a database using IBM’s
network for e-mail
• But those who really needed info were those
dealing with the customers


– Need for change(1986)
• Field sales persons were to have access
• People who have knowledge can contribute now
• Middle management revolted but Bob stuck to it
• In 1987 first formal system to share and capture
knowledge by using e-files to record cases
• Solved by “existing Buckman knowledge” or new
more effective and efficient solution to a new
problem
• Incentive received $100 ( few years later it was
$200)


– New Needs
• In the 1980’s sales force increased 3.5 times
• New sales companies were established in other
countries
• Targeted 25% sales from products < 5 years old
• Operations set up in 20 countries, so need to
speed up decision making.
• Can’t go through the path of information source
frontline- manager- manager- Guru and then
revert back with Guru’s wisdom
• Talk directly with those having latest and best
knowledge

– New Needs
• New ways to access “unconscious knowledge
in the organisation” ( Tacit Knowledge)
• Connect individual knowledge bases together
• In shortest possible time
• A steady stream of information
• Give everybody complete access to
information
• The organization starts moving forward on its
own initiative


– Bob’s ideal KTS
• No. of transmissions reduced to one
• Access for everyone to the knowledge base
• Everyone allowed to enter knowledge into the
system
• The knowledge base should be available 24/7
• User friendly
• Updated automatically
– Task force was formed to realise Bob’s
idea

• K’Netix era
– KTD created in 1992
• Company’s network moved to CompuServe
• Each associate was given a laptop + modem
• User frielndly
• Anywhere accessible
– Different forums
• TechForum
– Open to all employees
– 20 sections with message boards
– Majority of the sections were devoted to Buckman specialities
• Private Forums
– For core customers
• Customer information centre
– SYSOPS
• Track and answer requests
• Two domain experts were appointed to give answers
• Once discussion ends sysops determine to keep the case in the
repository or not.


• K’Netix era
– The Launch
• Informal conferences , discussion groups, hands-
on training were provided to all associates
• Tools were given but they had to think and apply
• Few managers immediately took to the system
• But few resented
• Would people share their knowledge?
• Initial hesitancies were there
• Anything can be posted that did not violate the
code of ethics of the company
• Company as a ship and code of ethics as waterline


• K’Netix era
– The Launch
• Freedom to communicate
• Freedom to all associates and their family to
access CompuServe and internet using the
company funded ID
• An unexpected benefit out of this was for some
senior staff their more computer savy kids helped
them get familiarized with the system
• Associates worldwide spoke more than 15
languages.
• 3 Translators were hired
• Sysops were to decide which messages to
translate and keep


• K’Netix era
– The 4th Wave
• In 1994 a meeting was arranged in Scottsville to
reward the 150 best knowledge contributors
• As part of the discussion agenda in The 4th Wave
ways to improve K’Netix was an integral part.
Problems reported were –
– Low level of participation by non-US associates
– Language problem
– Cultural issues
• Immediately Bob created a Latino forum for the
Spanish people and TWO more, one for Europe
and one for Asia, Australia and Africa
• By early 1997 1787 case histories in english and
685 in Spanish were recorded

• K’Netix era
– The early results
• In 1994, 65% of Buckman’s associates were
out selling as compare to 1979
• 33% sales were from products less than 5
years old as compared to 22% in pre K’Netix
• 72% associates were college graduates as
compared to 39% in 1979
– $8.4 m was KTD cost for 1994 and planned
cost for 1995 was $9.7m


• Challenges of K’Netix
– Revised strategies
• In 1996 Buckman’s competition grew
• A steering committee was formed to look into the existing
strategies
• “Customer Intimacy”
• “3 key global markets”- paper, leather and water(approx
75% of current sales)
• “the customer is the most important”
• “Effectively engaged on the front line”
• New goal : 80% of associates effectively engaged with
customers by end of year
– New focus
• Find out ways for associates to expand their knowledge
• Higher quality of individual will bring higher quality of
problem solving and thus expand customer base
• Focus on training, career building and even degree
programs to retain and enhance professionals

• Challenges of K’Netix
– Recognitions for K’Netix
• More than 30 companies visited BL to learn about
K’Netix
• BL received Arthur Anderson Enterprise Award for
Knowledge Sharing and The Smithsonian
Computer World award for Knowledge sharing in
the Manufacturing sector
– New challenges
• CompuServe’s acquisition led to network cost rise
of $90000 per month from $75000 per month
• It made K’Netix bit more complex thus resulting in
immediate 30 % drop in usage
• “how to build trust in virtual world”

Expected Questions in Mind
• What are the criterion for a company to keep
in mind while adopting Knowledge
Management?
– Size of the company
• Small companies- develop informal systems
• Large companies( >500 emp)= best is formal systems
– Location
• In the sense whether offices and employees are
scattered all over the globe or are concentrated at one
place
– Design a KS/KM tool that’s easy to use
– Culture
– Language
– Rewards and recognitions
– Training and learning centres

• What are the general/common pitfalls
for organizations attempting to
implement KS/KM systems?
– Starting too big
• many experts suggest starting with pilot
projects in which you can measure results
quickly
– Believing the key is Technology rather than
people, customer, culture
– Top management fails to set the right
example

• What are the key elements of K’Netix?
– Code of ethics
– Different forums for different
requirements
– Dedicated staff(sysops)
– Leadership involvement
– Transparency and openness
– User friendly
– Can be accessed any where


• Do you think the current system
depicted in the case in effective? What
are its limitations? And how do you
think you can overcome this
limitations?
• How do you think you can address to
the 3 challenges listed at the end of the
case ?


Knowledge Sharing @ BL
• EVOLUTION OF KM

– What does BL provide to its Customers?
• Unique Chemistry
• Problem solving skills
• Application knowledge
• Knowledge of customer systems
• Ability to establish relationships based on faith
and trust


• What is a knowledge product? BP1
BP2
BP 3
Products

CORE KNOWLEDGE

Solid product is at the core with layers of knowledge


• Culture of knowledge developed by
leadership
– Dr Stanley j Buckman- Gathering
• Hire all educated, intelligent
• Copy all docs to memphis
• Idea trap
– Robert H Buckman- Sharing
• K’Netix
• E-Learning
– Steven B Buckman- Applying
• Map learning and knowledge to
business processes
• Developing and formalizing
processes for customer interactions
and internal effectiveness


• The “LEVERS” in Leveraging Knowledge
– People:Cultural development
• Organiozational knowledge base
• Embracing a common set of values drives trust
• Trust drives a wilingness to learn and to expand
the knowledge base as a whole
– Processes : Skills development
• Best practice disciplines- account management
• Teaming / community disciplines
– Technology : increasing efficiency
• Provide anytime anywhere access
• Supporting communication, collaboration and
coordination


• Leveraging Knowledge
– Leveraging knowledge deals with both
the cultivation and creative application
of knowledge


• Application of knowledge through
problem solving


• Creating and converting knowledge

Collaborating Articulation
Learning Integration


• Screenshot of BL KT tool


• Knowledge sharing in Action
– Examples of systems for generating,
capturing and sharing knowledge
• Learning centre
• TeamToolz
• Buckman Portal Communities
• Account management programs


• Knowledge Management @ BL
TimeLine


• IT Management @ BL TimeLine


Conclusion
• The purpose of any knowledge management effort is to
make knowledge visible and accessible throughout the
entire organization. To achieve that goal requires the
creation of an infrastructure that includes people,
technology , tools, and practice.
Of course, the most of important of these elements is
people. Infomediaries are unique individuals who
understand how to capitalize on information technology,
maintain a synergy between traditional and new
information practices, and facilitate knowledge sharing.
As Tom Davenport argues, “Successful knowledge
transfer involves neither computers nor documents,
but rather interactions between people.”


References

1. Harvard Business School, Buckman
Laboratories (A)
2. Creating Collaborating Environment: The
Human Element by Cheryl M Lamb
3. The Evolution of KM at Buckman
Laboratories by M Sheldonn Elis and
Mellisia Rumirez, Buckman Laboratories.
4. The Evolution of IT at Buckman by Tim
Meek
5. The Knowledge by Mellisia Rumirez
6. Taking knowledge Sharing to the Next
Level by Kathy Buckman Gibson

Buckman lab (knowledge sharing)

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (11)

En vedette

En vedette (16)

Similaire à Buckman lab (knowledge sharing)

Similaire à Buckman lab (knowledge sharing) (20)

Buckman lab (knowledge sharing)