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At SUNCOM Knowledge Management is looked more from the holistic point of view without an overdependence of technology. The Best Practice Knowledge management encompasses the three constituents of Information. Technology and Culture and our framework encapsulates all these variables intermingling in appropriate proportions.

At SUNCOM, the practice is to lay emphasis on the “ social construction “ of technology rather than a technologically deterministic view. The aim is to move over and beyond simply accumulate information to activity of engaging in synthesizing, summarizing, assessing and purging the content of the system. Thus the adoption and integration of technology involves coming to terms with an embedded culture and its existing skill sets. The components thus for a successful knowledge Management are :
The right knowledge streams and sources feeding into the organization
The right technology to stove and communicate that knowledge
The right workplace culture to provide stimulus to creative thinking
Knowledge Management is a paradigm response to structure in a practice that has strong reciprocating reflexes to the new rules of economic competition and business organizations. It also has the foundations required for effecting the germane changes. Organizations can now engage in the cultivation of a mechanism that helps to embed practices that will have a transformational character rather than simply ply on levels of transactions. This draws out inherent knowledge from individuals into a vibrant workplace. Knowledge Management thus aims to being a best fit for two key areas of organization focus
Improving organizational performance
Managing organizational change
The five common challenges that any Knowledge Management exercise is likely to encounter is as follows:
Knowledge Creation, transmission and use remains unstructured to a large extent.
Decisions are made without the inclusion of the best knowledge available
Knowledge is not reused or shared meaning the indulgence of “ Reinventing the same wheel “
People are in an information inundation that detracts from, rather than adding to the ability of doing a job
Knowledge hoarding by the staff is common and the organizations find it difficult to have a framework in capturing the knowledge capacity among staff.
Knowledge Management in Action
To Identify the Knowledge assets that exists in your organization
  Identifying Who knows What, where In your Organization
  Identifying Existing Knowledge Repositories
  Identifying What Your Customers and suppliers know
  To identify
  Who the key Knowledge holders in the organization are
  Who the Key “ connectors “ are
  What are the key secondary ( that is documentary and database ) sources are and
  What your customers and suppliers have to say about your organization
  The Product that should be completed are
  A knowledge map. Identifying key knowledge holders and the secondary sources available to them and
  A summary of the transcripts containing insight from the customers and suppliers
SUNCOM has developed a rich repertoire of best Practices and has considerable experience in helping partners in deriving and identifying the missing links to a networked institutional climate.

The Digital Knowledge Library (an enhanced version of a Document Management System) is an outcome of our experience in capturing isolated of unidentified “Knowledge Silos” into a Robust and intelligent repository.

At SUNCOM, Knowledge Management (KM) comprises a range of strategies and practices used in an organization to identify, create, represent, distribute, and enable adoption of insights and experiences.

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