Knowledge Management as a Way of Life

This week, Bezeq launched its new logo. This step signifies a change and departure from past stagnation, moving toward the future. However, it turns out that Bezeq is not leading changes based solely on the logo. We met with Yigal Hamish, Knowledge Manager in the Engineering and Planning Division, and heard from him about knowledge management activities at the large and veteran telecommunications company, Bezeq:

What was the background that led you to think about knowledge management and initiate the knowledge management program in the Engineering and Planning Division?

At the end of '98, the Engineering and Planning Division at Bezeq completed its reorganization in a new organizational structure. As a result of the reorganization and large-scale employee retirement, significant knowledge gaps were created, leading to awareness of the need for knowledge management and to the decision by the Deputy CEO and VP of Engineering and Planning, Mr. Paul Weissbach, on the rationale that if the division wants to be the leading division in its field, it needs to change. The knowledge management process was chosen as a platform that enables this change. Mr. Weissbach leads the program in the division.

A process of implementing what was then called a knowledge management project began, but they quickly understood that knowledge management should not be treated as a project, but as a way of life. Bezeq uses the assistance of the "Leadership - Assistance to Learning Organizations" institute to lead the knowledge management program. The implementation of knowledge management methods is divided into several stages. In the first stage, the cultural aspect must be addressed, with a special focus on the management layer. This layer is supposed to lead the cultural change among employees. The emphasis was placed on management leadership. At this stage, the focus was on formulating a vision, mission, and values, and implementing them in practice within the organization through workshops and preparatory work with the VP and department managers in the division. After formulating the divisional vision, its implementation began in departments and units. All knowledge in the field of knowledge management within the division, encompassing all its aspects, is documented on the internal intranet site for use by the entire organization. In the first stage, the organization identifies that it has problems and needs to change. This stage involves building the cultural infrastructure. In the current stage, the second stage in the process, the division is an "organization in the process of learning and knowledge management," within which knowledge centers were established to create new knowledge, learning laboratories were founded to deal with vital core issues, and management of the training program began with a new concept (not only learning but also teaching - "what needs to be known" and not "what we want to learn"). The third stage is a learning and knowledge-managing organization.

What is knowledge management? What does it "do" for the organization?

Knowledge management means creating new knowledge. Knowledge management "does" two things for the organization:

1. Effectiveness - enables the organization to do what it knows more efficiently and correctly, thereby increasing profits.

2. Enabling leads to awareness and recognition that the organization is capable of doing things it didn't know it was capable of before, thereby increasing the organization's value.

Both of these are directly related to achieving organizational goals - maximizing profits.

What problems do you see in knowledge management and its implementation in the organization?

The problem in knowledge management is not related to knowledge but to its management. Knowledge exists within the organization, but it is not managed effectively; it needs to be managed in a way that facilitates knowledge sharing and dissemination. People often see themselves as knowledge collectors rather than knowledge disseminators. Many organizations failed because managers didn't see themselves as managers who needed to lead the idea. What will lead the change is the leadership and guidance of managers, as those who stand at the head of the camp and connect employees to the vision and values.

A knowledge management program consists of culture, process, and tools, in that order. Many organizations failed because they focused either on tools or processes, without giving proper weight to the importance of culture.

What recommendations do you have for organizations that want to manage knowledge effectively?

Knowledge management requires leadership on the issue by management, not just management support.

It's essential to foster employee trust; if you want innovation and growth, you must provide employees with an environment that supports innovation.

In managing a knowledge management program, the organization's manager and knowledge manager must utilize a supporting consulting system that is critical for coping with and succeeding in the task.

In conclusion, it's essential to recognize that knowledge management within an organization is a complex and multifaceted process that presents numerous challenges alongside numerous opportunities. This should be taken into account when deciding to proceed with a knowledge management program.

Bottom Line:

1. Knowledge management means not only that the organization will have a knowledge management and organizational learning program, but also that it will be a learning and knowledge-managing organization.

2. Knowledge management should not be treated as a project with a beginning, middle, and end. Knowledge management is a way of life - we know when we start managing knowledge, but unlike a project, the process is like a continuous life cycle.

3. The knowledge management process is divided into three stages: handling culture, knowledge management, and integration of technological tools.

4. In the culture stage, focus should be on the management layer. The management layer must learn to lead a new organizational culture within which the existing knowledge in the organization is managed.

5. Knowledge exists in the organization, but it is not managed.

6. It's advisable to hire consultants who will help the organization navigate the long and complex process.

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