Page 66 - Volume_14

Jurnal PPM: Journal of Malaysian Librarians
Vol. 14, 2020

Business Processes
The business process improvement is measured using the proxies of better transparency
of knowledge, the reduction of errors, avoidance of redundancies, time savings in doing
routine work and a better re-use of internal knowledge. Parameters for measurements
need to strategically develop and data captured as measures. This can be done initially
using the balanced scorecard methodology until a suitable framework for the
organisation is ready.

• Better and Faster Decision Making
The first basic need in decision-making is the availability of relevant information at
the right time. This is made possible with the right information being captured, stored
in a proper way in relevant repositories and could be searched easily. The right
amount of information is being filtered to avoid information overload. Collaboration
and teamwork also resulted in contextual information that is useful for decision-
making. GE’s Corporate Executive Council (CEC) comprises the heads of GE’s
fourteen major businesses shared best practices, accelerating progress, and discussing
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successes, failures, and experiences. .

• Reduce Work Duplication and Reinventing the Wheel, and Avoiding Creating the
Same Mistake
KM practices enable lessons learnt to be captured and shared. We learn not only from
the successes that we have created, but also from the mistakes that we have made.
This is part of the ecosystem that an organisation should try to nurture as making the
same mistake can be disastrous.

• Increase Operational Efficiency and Effectiveness
Operational efficiency and effectiveness are one of the business focuses for any
organisation. KM is put in place for this purpose to improve the delivery of outcomes.
KM improves operational efficiency when costs are reduced due to not repeating
costly mistakes and improvements made in processes. Lessons learnt whether
captured or existed within communities of practices would help in saving time in
delivering outcomes. Libraries organise a lot of yearly events and with lessons learnt
captured and shared, the process can be enhanced and innovation can be introduced.

• Promoting Standards, Repeatable Processes and Procedures

20 Garvin, David A. (2003). Learning in action: a guide to putting the learning organization to work.
Cambridge, Mass.: Harvard Business Review Press, 256 p.

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