ASSESSMENT OF KNOWLEDGE MANAGEMENT IMPLEMENTATION IN SUB-DIRECTORATE CHARGING PLATFORM PT. TELKOMSEL TO INCREASE DIGITAL TALENTS AND INNOVATION

• Main Author: Gusti Ngurah Bayu Saputra, I
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/74587
• Institution: Institut Teknologi Bandung

As a market leader in the telecommunication industry, Telkomsel needs to continue exploring the potential digital product to deliver excellent services beyond customer expectations and achieve Telkomsel's goals as a number one digital telco company in Indonesia. Digital transformation is one of Telkomsel's main focuses, as stated in the Telkom Annual Report 2021. Digital talents and innovation are critical for Telkomsel to succeed and stay relevant in the digital transformation journey. To support that, this research is conducted. The background of this research is that the innovation rate in the sub-directorate Charging Platform is low compared to the other sub-directorate. To answer that issue, research is conducted to assess the knowledge management maturity level in sub-directorate Charging Platform and propose Knowledge management design and implementation to increase digital talents and innovation in sub-directorate Charging Platform. The research used mixed methods by conducting a survey of all employees under sub-directorate Charging Platform and structured interviews with senior leader's representatives and finally using data triangulation to combine the quantitative and qualitative analysis. The analysis showed that the sub-directorate Charging Platform KM Maturity level is in the refinement stage, where Knowledge Management is continuously evaluated and improved. Several improvements are raised based on this research, especially in KM Processes, People, and KM Leadership categories. As a lesson learned from previous knowledge management implementation that failed to sustain, sub-directorate Charging Platform must focus on nurturing a culture that focuses on continuous learning and sharing activities, which provides rewards and incentives for employees who contribute positively related KM and innovation activities is the top priority. The next one is resource allocation to manage the knowledge management processes, i.e., specific teams and budget allocation is also important. A presence from senior leaders who continually promote the importance of knowledge management also should be consistently conducted in sub-directorate Charging Platform. And finally, the KM tools and framework can be built to support and accelerate the KM processes.