MY WHITE PAPERS
I wrote all this papers when I was studying at Magister Management of Gadjah Mada University, Yogyakarta, Indonesia in 1997-1999. The papers divided in to two groups, articles assigment at most material subjects and thesis in the end of the programs as a part of requirements to getting passed. But unfortunately, all this papers in Indonesian language. All of you who don't understand, I have made an abstract and wish giving you short explanations about the topics.
THESIS
Title "PENERAPAN KNOWLEDGE MANAGEMENT UNTUK MENINGKATKAN KOMPETENSI INTI KUALITAS
PELAYANAN BANK MANDIRI" ---- "APPLICATIONS OF KNOWLEDGE MANAGEMENT TO ENHANCE
THE CORE COMPETENCIES OF BANK MANDIRI'S SERVICE QUALITY"
Abstract
Chapter 1. PENDAHULUAN ---- INTRODUCTION
Abstract
In the knowledge era, every business entity including Bank Mandiri who will be the single one of the "preferred and trusted banking" in Indonesia, should create its core competence in service quality. Operation management based on knowledge management is a powerfull one, because source of advantages of the company, the intangibles assets, can be leveraged easier to establish the learners human resources, creative and innovative people, ability to act in changing environment, and enable to enhance service quality which has the higher value of the customers. That is why, how do Bank Mandiri's operation management based on knowledge management could enhance its core competence in service quality is very important to observe.
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Chapter 2. LANDASAN TEORI ---- THEORY
Abstract
Knowledge management (KM) is the art of creating value from an organization's intangible assets, Karl Erik Sveiby said, the one of the leading theorist in current knowledge management. Organization's intangible assets divided in to three elements, external structure, internal structure, and individual's competence. Every company who will apply KM, its strategy should pay attention to people, process, and technology aspects. To generate knowledge in the organization, it has been known the five modes of knowledge generation, acquisition, dedicated resources, fusion, adaptation, and networks. There are two types of knowledge, tacit knowledge and explicit knowledge. When both knowledge already exist in the organization, they have to convert each other over socialization, externalization, combination, and internalization. Intangible assets is the most important sources of the organization's core competence including service quality. So that application of KM will make better service quality of the organization.
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Chapter 3. GAMBARAN UMUM BANK MANDIRI ---- OVERVIEW OF BANK MANDIRI
Abstract
Before conducting legal merger process, several assets of Bank Mandiri have been restructured, i.e, credit and non credit restructuring, integration policy and bank operation, and rationalization of the human resources. Many independent and proffesional consultans were hired to create Bank Mandiri as a solid banking operation based on international best practices. To support that goals, Bank Mandiri has been set up a lean and flexible organization structure and optimize existing information technology.
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Chapter 4. ANALISIS MASALAH ---- PROBLEMS ANALYSIS
Abstract
Being merger process, knowledge management activities in Bank Mandiri consist of knowledge generation (by acquisition, dedicated resources, and internalization), knowledge sharing process (by socialization, externalization, combination, and internalization), and application of tacit knowledge activities to create better service quality, shape of branch operation, etc. To create its core competence in service quality, Bank Mandiri has made excellence service program, conducted training to change people's mindset and knowledge to meet the new requirements of the more demanding service quality environment such as reliabilty, responsiveness, assurance, tangible, and empathy aspects. The application of KM in Bank Mandiri already have unoptimal as a theories of KM. To solve this problems, I think Bank Mandiri have to put KM programs in its strategic plan, set up KM organization structure, formulate and apply knowledge culture, apply knowledge based technology, and gather more knowledge in service quality.
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Chapter 5. KESIMPULAN DAN SARAN --- CONCLUSION AND SUGGESTION
Abstract
There was a gap between application of KM in Bank Mandiri with application of KM theories. To cope with this problems I have made several suggestions to make it works.
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REFERENCES
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ATTACHMENTS
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ARTICLES
PENARAPAN KNOWLEDGE MANAGEMENT DI BANKEXIM
APPLICATION OF KNOWLEDGE MANAGEMENT AT BANKEXIM
Abstract
"Yesterday natural resources defined power. Today knowledge is power". This is the interesting sentences that have encouraged me to make preliminary observation how far did knowledge management have been doing at BankExim. I've tried to make simple identifications, explored KM theories, and matched them to build and bring BankExim to knowledge era, namely knowledge management. In my opinion BankExim has to complete its strategy, culture, human resources system, and technology.
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THE TRANSFORMATION OF MANAGEMENT - BEYOND THE BANKEXIM'S FINANCIAL RESTRUCTURING
Abstract
When BankExim was having in financial crises in 1998, I saw and heard how did they managed the crises. The next story, crises still unfolded, loss until negative equity, and finally "close" or merged to another state owned banks. Management transformation is transformation of the way organization is managed, of its business processes, of the behaviors of its people, of its use of IT, in other words the development to new economic order.The way of BankExim did the business and old management style in the past which characterized by product oriented, bureucratic feodalism, centralism, command and control, reactive, unable to think well strategicaly, and uninovative, should be leaved immediately. I know that is the long term job and easy sad than done, but I lay stress on here is about resistance to change and sense of crises. It's all about mindset, and starting point to breake the wall is leadership -- the predecessor of transformation. How do BankExim has to transform its organization, I quoted recipes from Jonh P Kotter to show you how the way.
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MARKET COMMITMENT MODEL: ALTERNATIF FORMULASI STRATEGI BAGI PERBANKAN INDONESIA
MARKET COMMITMENT MODEL: AN ALTERNATIVE STRATEGY FORMULATION FOR INDONESIAN BANKING
Abstract
We knew many strategy formulations such as SWOT analysis, BCG analysis, PIMS, Porter's five force and three generic strategies, core competencies, and 7's model. Along with the changes of business environment, all those models have been expired and irelevant anymore to meet the current competitions chalenges. Market Commitment Model (MCM) emerged to replace the old models and serve the organization how do they formulate its strategies in hypercompetition or sometimes people called as second curve paradigm. MCM sees its customer as sources of advantages, calls the vision beyond the horizon, and commits to the market or future intent. MCM consist of three elements, commitment, the four prime axis or forms of competitive advantage (service hustle, price, emotion, and performance), and the underlying sources of that competitive advantage (16 items).
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PERAN NON FINANCIAL PERFORMANCE MEASUREMENT DALAM MENENTUKAN EFEKTIFITAS STRATEGI MENGGUNAKAN MARKET COMMITMENT MODEL DI PERBANKAN INDONESIA
ROLES OF NON FINANCIAL PERFORMANCE MEASUREMENT TO CERTAIN STRATEGY EFECTIVENESS USE MARKET COMMITMENT MODEL FOR INDONESIAN BANKING
Abstract
Apart from Market Commitment Model (MCM) as a tool for formulating strategies, it also uses as management control system. It makes MCM very powerfull and comprehensive than any other models. This management control system uses some kind of "toolkit" to measure its owned performances especially non financial performance from strategies which have been created by MCM. Basicaly this non financial performance measurement will measure how well company's strategies have been executed for certain period of time. This measurement including the four prime axis or forms of competitive advantage (service hustle, price, emotion, and performance), and 16 items of underlying sources of that competitive advantage. Because MCM immerses to the market, therefore this measurement also should involve and depend on market research. This measurement will result Competive Advantage Gap (CAG) between company's competitive advantages relative with the market competitors. If the CAG's value was unsatisfaction, feedback such as reward and punishment gived to business units -- who responsibles the strategies -- and then they ought to fix the gaps with the all relevant informations they have.
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PENERAPAN Z-SCORE UNTUK MEMPREDIKSI KESULITAN KEUANGAN DAN KEBANGKRUTAN PERBANKAN INDONESIA
APPLICATION OF Z-SCORE TO PREDICT FINANCIAL DISTRESS ON INDONESIAN BANKING SECTOR
Abstract
Many banks have been closed in the last 1990's and most people said that there was caused by monetary crises that unfolded in Indonesian economy since 1997. But the more important things, those closing banks exactly was becaused unprudential banking practices by most Indonesian bankers. In March 13, 1999, Central Bank of Indonesia closed 38 banks, took over 7 banks, recapitalized 9 banks, and continued 74 banks to operate without recapitalized. Banking as a trusted business entity and get most its liabilities from people, it is very urgent for them to know how to predict any indications of bank's financial distress at the beginning or even indications in to directions of bankcruptcy which gather easily from published bank's financial statements. Z-Score is a simple model to work it out, it will enable you to see 3-5 years before the company's bankcrupted. All of you who work in the banks or financial sector, this model also can be used as a complementary tool to credit analysis for your debitors or your clients.
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Did you know the difference between money and knowledge ?
"Money will vanish when it shares, but knowledge will grow when it shares"
If you have any questions or comments about those papers, please e-mail to [email protected]
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