Mauritius Telecom (MT)- Orange is the leading telecommunications operator and service provider in Mauritius. Incorporated in 1988 as Mauritius

Telecommunication Services, it acquired the assets of Overseas Telecommunications Services in 1992 and was renamed Mauritius Telecom. It has since enjoyed a phenomenal rate of development and it is now one of the

top companies in the country, with revenue of Rs 8.4 billion in 2013.

The Company, which is ISO 9001:2008-certified, operates in accordancewith the requirements of good corporate governance practices, providingfair working conditions and offering secure products and services.

The KM team needed to help Orange make better use of the know-how locked up in employees’ heads – to get product knowledge, for example, to the front-

line at the call centre where customer loyalty is made or broken. This is especially critical in such a fast-moving sector as the mobile telephony industry,

where customers can be looking around for a new deal every 12 months.

Their responsibility was to improve the performance of the call centres by improving the learning, knowledge and understanding of front-line staff. The target for their success or failure was, quite simply, linked to improved customer satisfaction. And they had to achieve this by working with those who had the best, most intimate

knowledge of the customer – the call centre representatives themselves, especially the experienced ones

Knowledge Management Model Implemented

Market Value

Equity

Human Capital

Structural Capital

Customer Capital

Organizational Capital

Innovation Capital

Process Capital

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Customer base, relationships and potential

KNOWLEDGE CREATION AT ORANGE

NONAKA MODEL

Externalization

Motivation is vital in fuelling the essential efforts in Orange Company. Workers often ask themselves why they need to make the effort of

converting tacit knowledge into explicit knowledge. Orange workers highlight the fact that though tacit knowledge is very uncertain and

very hard to assess, explicit knowledge is well well-defined and can be estimated. Thus, externalization is a process of decreasing our total knowledge, by shaping and combining new shaped knowledge into

the existing explicit knowledge structures. Hence, this aids in sharing and creating knowledge between Orange workers.

Tacit Knowledge

ExplicitKnowledge

Combination

Combination is mostly a social process established on the communicable possessions of explicit knowledge of Orange Company. Combination takes

place in a definite background, and thus it is essentially related to the concept of Ba. However, Orange workers highlight on the fact that

knowledge transfer can be done only from an upper level of knowing toward a lower level of knowing.

Internalization

Knowledge among Orange workers is internalized by an incorporation process in the previously known knowledge. If essential, this combination will re-structure

the outdated knowledge. This new adopted knowledge amplified the level of workforces understanding and his absorptive capability. It also raises the

probabilities of worker participation in a socialization process, and in involving the tacit knowledge contributing this way to the rising progress of the knowledge

spiral. Internalization is closing the sphere of knowledge creation; a method which is evolving through constant social interaction.

Socialization

Orange knowledge creation is a constant process moving upward on the knowledge spiral, where the level field of forces is created by individual

learning process, and the vertical field of forces is created by the organization. Knowledge creation initiates within the individual worker and is emerging through social communication from individuals to groups, and

then from groups to the whole industry.

TACIT TACIT

DEMAREST MODEL

FRID’S MODEL

KNOWLEDGE SHARING AT ORANGE

Platforms of KS at Orange

KS in Orange has become an essential part of KM. The ultimate objective of KS at Orange is to allocate the right content to the right worker at right time. To achieve this objective each and every one at

Orange are using many distributing networks, here are some furthermost popular platforms of KS at Orange, which are being broadly

used.

Team Meetings

Video Screening Sessions

Training Programs

Workshops / Seminars / Conferences

Knowledge Sharing Tools

Enterprise Resource Planning (ERP)

Content Management

Portals

Data Warehousing

K-logs

Wikis

Barriers to Knowledge Sharing at Orange

Belief in the Concept “Knowledge is Power”

Obviously “Knowledge is Power” forever, but Orange nowadays consider and inspires much collaboration, shared knowledge and convey research

somewhat. It is only some workers who have knowledge can hold for rewards. It might be the owner manager of Orange not wanting to have

business secrets, it may be a specific specialist who has been in Orange for many years and built up his/her own method of attaining success

Don’t Advise Me Attitude

Non-Awareness of Importance of Knowledge

Trust

Time Problem

Overcoming the Barriers at

Change Organizational Culture

A Cultural Audit

Total Involvement

Use Role Models

Team Building

Reward System

Change People

Benchmarking

Competition

Benefits of Knowledge Sharing at Orange

o Know-how can be shared o Revenue and job variations don’t cripple the scheme o Decreases sequence time o Decreases costs o More effective utilization and reuse of Knowledge

assets o Improves functional efficiency o Rises worth of current goods and services

KNOWLEDGE STORAGE AT ORANGE

Knowledge that is conveyed between the Orange members in a useful way and it remains in a human brain. Furthermore, such transferred knowledge requires be

storing and retaining in a warehouse so that other members at Orange could reclaim it for forthcoming use without an interface with the worker who possesses

such knowledge in the first place.

Knowledge, which is perceived presently, pertinent and precise, should be warehoused into and should also be retrievable from the storage bins and thus the

storing of such knowledge could yield more advantage to Orange.

TOOLS ENABLING KNOWLEDGE STORAGE AT

Data warehouses

Knowledge warehouses

Databases and Knowledge bases

Data marts

Data repository

Content and Document Management Systems

KNOWLEDGE REUSE AT

Knowledge Reuse Situations at Orange

Internal: Where the knowledge maker at Orange uses his own

understanding at some forthcoming point.

External: Where the knowledge customer of Orange uses somebody

else's knowledge.

Problems and Recommendations for Managing knowledge reuse at Orange

Cost

Specific requirements of specific individuals and groups

Shared work producers, recommendations

Shared work practitioners, recommendations

Expertise-seeking novices, recommendations

Miners Secondary Knowledge

Willingness

Recommendations

Exploring their community in-depth over the course through a workshop, delegates will then be stimulated to launch their community, including key events, ongoing day to day activity and communications planning.

Community action planning

Enabling technology

As a large and complex organization like Orange, a fundamental driver for communities is to make accessible it’s dispersed experience and knowledge for anybody who could benefit. It is thus essential to provide supportive technology to empower these exchanges to take place repeatedly, to be easily captured, and then shared. Furthermore, understanding the technological enablers also permits communities to make the most of face-to-face events by encouraging building relationship, direction setting and discussion rather than document sharing or report.

GOODBYE

Orange is the leader in Telecommunication in

Mauritius with due acknowledgement to

implementation of part of Knowledge Management