Studiu de caz - Heineken
Turning knowledge into action at Heineken USA
A. Prezentarea cazului
Heineken’s four-phased approach to its KM implementation
By Charles Chase, Heineken USA
Knowledge grows when it’s embbedded in corporate culture through human experience and business frameworks. And leveraging it requires not only understanding the corporate culture and organizational structure, but also better understanding the marketplace, suppliers, customers, and most of all, competitors. We have based our KM program on these principles and are working to apply a set of approaches to organize knowledge, turn that knowledge into action and put that knowledge in the hands of key decision-makers who are closest to our customers. This framework helps us achieve corporate goals, meet performance targets and implement business-wide strategies in support of those objectives. Intellectual capital is only valuable if it’s turned into action. Our key learnings at Heineken USA are that: technology only facilitates information flow;
information isn’t always data-centric;
information isn’t necessarily knowledge;
knowledge is only valuable when it’s actionable.
So how did we make sure those learnings were incorporated into our KM implementation plan?
Reorganizing for competitiveness
During the past two years, Heineken USA has been redesigning its organizational structure to become more competitive in the US beer industry. We’re not re-engineering our organization, but rather expanding it to put more capabilities and empowerment at the local level to ensure our products are the freshest and most relevant to our customers and consumers. As America’s largest beer importer with the heritage of producing high-quality products, we feel it’s our responsibility to continue to strive to be the leader in all aspects of our business. Because of this succes, the company has been expanding the organization and adding the talent needed to continue growing our brands. One of our major innovations has been the addition of the KM organization which we succesfully launched in 2001. The KM team not only manages our technology requirements, but also integrates consumer research, content management and business analysis and insights into a holistic approach that turns knowledge into action. The overall principles of our new organizational initiative are to build on our succes by taking steps that will bring us closer to fulfilling our vision to be the preferred brand, preferred supplier and preferred employer. Our KM mission simply states that we’ll combine the resources of technology, research and analysis to provide Heineken USA employees with the right tools to make decisions closer to the customer. We define KM as a three-step process: 1. create, collect, manage/maintain and disseminate information; 2. turn that information into actionable knowledge;
3. transfer that knowledge to key decision makers,resulting in the sale of more beer.
Translating information into knowledge is conceptually an easy step, but in practice quite difficult. It has required a sophisticated network infrastructure to support acces to data and information, while enabling employees to extract the kind of information that allows employees, customers and consumers to take action that lead to predictable outcomes. As a result, we have formulated a strategy around our knowledge architecture. This is much more than a technical solution: it involves three main components of people content and technology.
Blending people, content and technology
Managing knowledge means blending each of these components into a cohesive unit that understands the key people who are the suppliers and users of the content, the necessary content and the technologies appropiate to meet KM objectives. As a result, we have identified five key roles and responsabilities for the KM group. 1. facilitate the creation, collection, integration and dissemination of information...
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