Managing Learning throughout CKM Change

Managing Learning throughout CKM Change

Minwir Al-Shammari (University of Bahrain, Bahrain)
Copyright: © 2009 |Pages: 22
DOI: 10.4018/978-1-60566-258-9.ch011
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Abstract

The previous chapter focuses on creating value-added products and/or services to customers..As the management of a CKM change is a journey, not a destination, this chapter is concerned with learning and adapting throughout the life of CKM change. It focuses on the accumulated knowledge and experience in implementing CKM, wherein end product learning is back channeled into the early planning stages of CKM. The aim of this CKM value chain phase is to sustain CKM performance.
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Conceptual Foundations

This section presents the following conceptual foundations for managing learning throughout the CKM change: CKM implementation, modes of learning, and OL.

CKM Implementation

There have been a lot of misconceptions surrounding the concept of CKM. Many of the early implementations projects were seen as ICT initiatives (Buttle, 2004). Sometimes, business firms have mistakenly dealt with CKM as an ICT project not as a business program. Snyder and Davidson (2003) suggest that up to 80 percent of CRM projects fail, and such failure in implementation may be attributed to several reasons, such as the lack of CRM understanding, the failure to adopt a clear strategy, failure to make appropriate changes to its business processes, and focusing on technology to the exclusion of people, process, and organizational changes required (Bolton, 2004; and Xu and Walton, 2005).

As customer-facing processes depend on structure, structure depends on strategy, and strategy depends on environment, therefore, there is a huge potential for business organizations to have a far more responsive organization through learning from CKM change at an accelerated pace for change. Responsiveness could make every aspect of the good or service configuration unique, and could enable customers to receive customized and individualized treatment. The ability to meet customers’ preferences in dynamic and competitive environments is based on the ability of organizations to leverage CK generated through DCCs, e.g. people, technologies, and facilities, which are capable of designing, developing, and delivering adaptable and successful CKM change.

Complete Chapter List

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Table of Contents
Foreword
Luciano Batista
Acknowledgment
Minwir Al-Shammari
Chapter 1
Minwir Al-Shammari
In today’s dynamic business environment, change is omnipresent. Organizations have to develop sound change management strategies in order to counter... Sample PDF
Setting a CKM Strategy
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Chapter 2
Minwir Al-Shammari
The only constant in life is change, and business organizations are not different. Environmental uncertainties made transition to knowledge-based... Sample PDF
Spotting Environmental Drivers
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Chapter 3
Reorganizing People  (pages 63-104)
Minwir Al-Shammari
The ability of an organization to compete in rapidly changing business environments is contingent upon its ability to develop competitive strategies... Sample PDF
Reorganizing People
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Chapter 4
Retooling ICT Systems  (pages 105-135)
Minwir Al-Shammari
Regardless of the type of organization or operation, the evolving nature of organizational ICT systems helps organizations to live up to changing... Sample PDF
Retooling ICT Systems
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Chapter 5
Redesigning Processes  (pages 136-167)
Minwir Al-Shammari
In today’s turbulent and complex business environments, the focus has shifted from products to services. As a result, services have become a new... Sample PDF
Redesigning Processes
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Chapter 6
Minwir Al-Shammari
The customer is a strategic element in a company’s downstream supply chain. In the new economy, customers, whether they are individual consumers or... Sample PDF
Capturing Data from Customers
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Chapter 7
Minwir Al-Shammari
Whether companies are engaged in B2B or B2C transactions, they need to understand their customers. Once customer data are captured and stored in... Sample PDF
Compiling Profiles of Customers
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Chapter 8
Minwir Al-Shammari
Increasingly, knowledge is becoming a primary engine of growth in the globalized business world and is making nations more competitive as they shift... Sample PDF
Creating Knowledge about Customers
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Chapter 9
Minwir Al-Shammari
Efforts to improve the experience of customers do little to boost customer satisfaction and loyalty if they fail to connect with customers and... Sample PDF
Maximizing Value for Customers
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Chapter 10
Minwir Al-Shammari
Effective development of customer products and/or services requires valid and up-to-date CK in order to target the right customer with the right... Sample PDF
Measuring Return on Relationships with Customers
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Chapter 11
Minwir Al-Shammari
The previous chapter focuses on creating value-added products and/or services to customers..As the management of a CKM change is a journey, not a... Sample PDF
Managing Learning throughout CKM Change
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