IMPLEMENTING KNOWLEDGE MANAGEMENT TO INCREASE BUSINESS PERFORMANCE Case Study in Bank Syariah Mandiri Tanjung Priok Branch

• Main Author: IBRAHIM (NIM : 29109430); Pembimbing: Prof. Dr. I r. Jann Hidajat Tjakraatmadja, MSIE, HARIS
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/18600
• Institution: Institut Teknologi Bandung

PT Bank Syariah Mandiri (BSM) is the largest Islamic bank in Indonesia. As a <br /> <br /> <br /> <br /> <br /> leading Islamic bank in market share, BSM challenged to grow and aspires to <br /> <br /> <br /> <br /> <br /> become the 10th largest bank in Indonesia in 2015 (the end of 2010, assets of BSM is on the order-21). The complexity of the challenges will be faced BSM in future certainly greater, and these challenges can only be answered by a knowledgeable support staff (knowledge workers). As a bank with a number of outlets in all 33 and 618 outlets in October 2011, then the productivity of each branch becomes a major factor for BSM growth. BSM <br /> <br /> <br /> <br /> <br /> Tanjung Priok branch office as one of the branches has a role to give their best performance for the company. However during year 2011, the Key Performance Indicator (KPI) from Tanjung Priok BSM branch office continues to decline. The decline of this KPI is a challenge for the branch's management board to fix it. After conducting meetings and Focus Group Discussion (FGD) management founded root cause of KPI value decline. Aspects of human resources are expected to be the main aspects that are internally give large influence to the decrease of the KPI.The main issue from the aspect of human resources includes knowledge, creativity, skill, teamwork, experience, and motivation. These components become an important factor in achieving the target of a branch of business that requires creativity of ideas, programs, and speed of service processes that supported by strong knowledge and motivation of human resources. Therefore, <br /> <br /> <br /> <br /> <br /> knowledge management practice in improving human resource capacity is important in improving KPI branch. Through the knowledge management implementation evaluation, it can be seen that implementation level of knowledge management at Tanjung Priok branch still at level 2, the level of fragmented. This level has been marked by the awakening awareness at management level, but implementation in the organization is still fragmented. Through the facts presented, using relevant theory, solution expected to be applied to repair the process. Basically, this study attempted to answer questions about the knowledge management (KM) concept application that should be adopted each branch to improve the business performance of the branch, and also the company. Based on the results of the analysis has been conducted, this study formulates KM implementation practices proposals with three main objectives: 1. Increased funding to stimulate the achievement of new ideas to generate the best business strategy; 2. Improved business performance achieved through the acceleration of the process and financing decisions to achieve better business results; 3. Increased skills in marketing and sales aspects of the negotiations through sharing best practice. Next is to formulate the KM programs implementation.