Buckman lab (knowledge sharing)

This ppt gives an insight into the buckman laboratories case study regarding knowledge sharing...

1. 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

2. Agenda 2/7/2013 Buckman Laboratories International 2 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

3. Company History 2/7/2013 Buckman Laboratories International 3 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

4. Buckman Lab Case Discussion 2/7/2013 Buckman Laboratories International 4 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 N ew A pproaches Expand sales force Multicultural, multilingual and decentralized organization- code of ethics captured in a wallet sized laminated card

5. Buckman Lab Case Discussion 2/7/2013 Buckman Laboratories International 5 Pre K’Netix era 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

6. 2/7/2013 Buckman Laboratories International 6 Pre K’Netix era 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) Buckman Lab Case Discussion

7. 2/7/2013 Buckman Laboratories International 7 Pre K’Netix era 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 Buckman Lab Case Discussion

8. 2/7/2013 Buckman Laboratories International 8 Pre K’Netix era 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 Buckman Lab Case Discussion

9. 2/7/2013 Buckman Laboratories International 9 Pre K’Netix era 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 Buckman Lab Case Discussion

10. 2/7/2013 Buckman Laboratories International 10 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. Buckman Lab Case Discussion

11. 2/7/2013 Buckman Laboratories International 11 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 Buckman Lab Case Discussion

12. 2/7/2013 Buckman Laboratories International 12 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 Buckman Lab Case Discussion

13. 2/7/2013 Buckman Laboratories International 13 K’Netix era The 4 th Wave In 1994 a meeting was arranged in Scottsville to reward the 150 best knowledge contributors As part of the discussion agenda in The 4 th 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 Buckman Lab Case Discussion

14. 2/7/2013 Buckman Laboratories International 14 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 Buckman Lab Case Discussion

15. 2/7/2013 Buckman Laboratories International 15 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 Buckman Lab Case Discussion

16. 2/7/2013 Buckman Laboratories International 16 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” Buckman Lab Case Discussion

17. 2/7/2013 Buckman Laboratories International 17 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 Expected Questions in Mind

18. 2/7/2013 Buckman Laboratories International 18 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 Expected Questions in Mind

19. 2/7/2013 Buckman Laboratories International 19 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 Expected Questions in Mind

20. 2/7/2013 Buckman Laboratories International 20 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 ? Expected Questions in Mind

21. 2/7/2013 Buckman Laboratories International 21 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 Knowledge Sharing @ BL INTANGIBLES

22. Knowledge Sharing @ BL 2/7/2013 Buckman Laboratories International 22 What is a knowledge product? CORE KNOWLEDGE BP 3 BP2 BP1 Products Solid product is at the core with layers of knowledge

23. Knowledge Sharing @ BL 2/7/2013 Buckman Laboratories International 23 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

24. Knowledge Sharing @ BL 2/7/2013 Buckman Laboratories International 24 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

25. Knowledge Sharing @ BL 2/7/2013 Buckman Laboratories International 25 Leveraging Knowledge Leveraging knowledge deals with both the cultivation and creative application of knowledge

26. Knowledge Sharing @ BL 2/7/2013 Buckman Laboratories International 26 Application of knowledge through problem solving

27. Knowledge Sharing @ BL 2/7/2013 Buckman Laboratories International 27 Creating and converting knowledge Learning Collaborating Articulation Integration

28. Knowledge Sharing @ BL 2/7/2013 Buckman Laboratories International 28 Screenshot of BL KT tool

29. Knowledge Sharing @ BL 2/7/2013 Buckman Laboratories International 29 Screenshot of BL KT tool

30. Knowledge Sharing @ BL 2/7/2013 Buckman Laboratories International 30 Screenshot of BL KT tool

31. Knowledge Sharing @ BL 2/7/2013 Buckman Laboratories International 31 Screenshot of BL KT tool

32. Knowledge Sharing @ BL 2/7/2013 Buckman Laboratories International 32 Screenshot of BL KT tool

33. Knowledge Sharing @ BL 2/7/2013 Buckman Laboratories International 33 Knowledge sharing in Action Examples of systems for generating, capturing and sharing knowledge Learning centre TeamToolz Buckman Portal Communities Account management programs

34. Knowledge Sharing @ BL 2/7/2013 Buckman Laboratories International 34 Knowledge Management @ BL TimeLine

35. Knowledge Sharing @ BL 2/7/2013 Buckman Laboratories International 35 IT Management @ BL TimeLine

36. Conclusion 2/7/2013 Buckman Laboratories International 36 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 t ransfer involves neither computers nor documents, b ut rather interactions between people.”

37. References 2/7/2013 Buckman Laboratories International 37 Harvard Business School, Buckman Laboratories (A ) Creating Collaborating Environment: The Human Element by Cheryl M Lamb The Evolution of KM at Buckman Laboratories by M Sheldonn Elis and Mellisia Rumirez , Buckman Laboratories. The Evolution of IT at Buckman by Tim Meek The Knowledge by Mellisia Rumirez Taking knowledge Sharing to the Next Level by Kathy Buckman Gibson

38. 2/7/2013 Buckman Laboratories International 38 THANK YOU