What Is Kt in It Company

Your knowledge transfer strategy – after formulating your company`s talent problem and providing historical context – should outline your expectations for how knowledge transfer will unfold in your company over the next 1-3 years. You can do cognitive exercises to create this picture, or you can look at history as a way to shed light on the paths you take and which you don`t, but the end result should be a clear and concise written statement about what a good knowledge transfer will and won`t look like in the near future of your business. If you`re looking for a way to improve business efficiency, drive innovation, and reduce costly misunderstandings, it`s worth creating a knowledge transfer plan. With this clear presentation of need, urgency and financial risks, all members of the client`s management team agreed on the problem. No one disputed that under the current system it would take 7 to 10 years or that at least 80 new people would be needed. This agreement was a good start. The problem was that not a single senior executive paid the short-term costs associated with preparing this next generation of PMs for the labour market. My company needed to provide a strategy that would help it change the way it looks at this problem so that it can understand how to approach the solution – which will be the topic of the next section. My vision for this guide is to review how we think about the knowledge transfer plan, provide examples of what we have learned, and provide elements for discussion.

I`m writing this guide for the broader knowledge transfer community, but especially for executives who are dealing with these issues and looking for viable solutions, past clients who want to follow the next generation of thought leaders in knowledge transfer, and knowledge transfer champions in companies that struggle to be heard and support their ideas. In this guide, we predict: The insurer knows that he and many other experienced professionals will leave in the next 1-5 years, and executives want to retain their tribal knowledge before it comes out. There was no methodical and measurable knowledge transfer system until my consulting firm was asked for help. This sample overview makes the organization`s knowledge transfer history clear, even to a reader who is not familiar with the business unit or has experience in knowledge transfer. This can be summed up in a few points: There are real risks of loss of talent and knowledge on the horizon if organizations do not address their problems of effective knowledge transfer. A company`s productivity, competitiveness and ability to deliver the promised product or service on time and within budget are at stake. Common sense tells us that we should prioritize the work of building a knowledge transfer program, but the reality is that most leaders don`t know HOW. And so they don`t do it by default. A knowledge transfer strategy can help connect the idea that knowledge transfer is even possible (the how) with the very real issues every company faces, including tight budgets, leadership changes, competing initiatives, diverse and dispersed employees, and simple problems in coping with change. As a quick example, applying knowledge transfer to your organization also offers many other benefits, including: improved company culture, improved quality of service, faster business processes, increased efficiency, and better use of technology and business resources. Many people use the word strategy very loosely. The word is thrown around the store as if people were putting salt on the food.

For some, a strategic plan is a one-sided list; For others, it`s a 40-page treatise on what an organization will be like in the future, what it will look like, including tactics to get there. I mention this in this guide because before you create a knowledge transfer strategy, you need to think about what you mean by strategy. A Fortune 500 company that designs and builds $500+ million projects realized it needed 80+ more “Tier 3” project managers to manage its projected workload in 2015 (three years from now). In the past, it took 7-10 years, regardless of hiring experience, to fully develop a Level 3 project manager, because the work of this company is so specialized. This special need, coupled with a tight talent market, meant that these 80+ workers couldn`t just be hired from outside. In fact, existing qualified Level 3 project managers run the risk of being poached themselves. If the client had left the system alone and accepted the status quo approach, that client would have had to make plans to meet this need ten years ago. Instead, they start now – at best four years too late to meet the considerable demand. They needed to transfer their knowledge to change their leaders` thinking from “the way we`ve always done it” to a new approach that speeds up the training process and meets the needs of the business. The consequences are devastating: if they don`t have enough qualified Level 3 project managers, their clients won`t hire them to execute these expected half-billion-dollar projects. And – make no mistake – their clients meet and interview the assigned project manager in person long before closing a deal. You can`t leave this to chance with such a large investment.

Do we need a plan for CA, what content exactly with the day of the schedule? Also, is the audience staying more focused and could they be better prepared by reading some concepts before this session? Let`s say you find that a new idea, technology or solution pays off. You can then transfer this to other areas of your business. If, on the other hand, the results are neglected, this offers a new opportunity for innovation. Summary: After formulating your organization`s talent problem, your knowledge transfer strategy should then provide relevant historical context to show how knowledge transfer has typically occurred in the organization, what benefits or problems have arisen, and what other methods have been tried or confused with knowledge transfer work. It should be clearly stated how your knowledge transfer strategy should respond to this story. Each of these areas is designed to add a level of depth to the five main points that define your knowledge transfer expectations. In practice, each supervisor or senior manager responsible for the knowledge transfer strategy should first answer these policy questions individually. This will reveal gaps in alignment and provide material for a rich discussion of what knowledge transfer should look like in their organization. In my company`s consulting work, we often find that several executives think three to five years in advance, while others in the same strategy team don`t. Once gaps are identified, these disparities can be discussed and corrected as a group. The end result should be a concise written description of knowledge transfer expectations that clearly guides implementation, as well as management consensus to generate accountability.

This phase of the process defines the knowledge to be transferred. This should be done in collaboration with the project team and receiving teams to agree on a KT scope and content that can then be logged and tracked. SUMMARY: Define what good knowledge transfer should and shouldn`t look like in your organization. Clarify expectations by selecting key attributes and establishing “signposts” that define where your knowledge transfer system should fall within a spectrum. Using the example of a client from my consulting firm, an example of relevant historical context: a large insurance company outsources about half of the workforce to its IT department. They have IT offices in three countries, have an aging workforce, and have many unique essential skills that can`t be learned elsewhere due to many legacy systems dating back to the early days of software programming. In the case of a client of my knowledge transfer consulting firm, we first described his image of good knowledge transfer in a very fundamental way – which it would no longer be: As you know, I worked in the knowledge sharing business for two decades and ran a consulting firm focused on solving talent management problems through knowledge transfer. However, it is only in recent years that I have developed a vision for the knowledge transfer strategy. It started with my last book and continued with a flood of global projects where we tested and refined this thinking.

We`ve learned that to extend our work to a business, client organizations need to consider the broader impact of the effort, including ensuring alignment at the executive level and assessing and overcoming obstacles. No matter how simple and useful our framework is – if the organization is not prepared for success, we are going to have an uphill battle. Founded in 1981 as a public utility, KT actively led Korea`s transition to the information age and played a key role in Korea`s transformation into a major information technology center. As a state-owned enterprise, KT has had the influence to influence the changes in itself and in the Korean telecommunications industry as a whole. In 1994, it sold its wireless subsidiary, founded another in 1996 and, along with Dacom, became one of Korea`s first ISPs. In 2001, KT acquired struggling broadband provider Thrunet, the largest broadband company in Korea at the time, paving the way for KT to dominate the broadband market. [4] In 2009, KT merged with its mobile subsidiary KTF, paving the way for the integration of fixed and mobile services.