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Home > Business/Finance > Diversified Services > Business Management
Knowledge Management for the Telecommunications Industry
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| Published Date:
December 1999
Published By:
IEC
Page Count:
212
Order Code:
R329-49
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OVERVIEW
The fundamental building block of the successful modern corporation is knowledge. Without a solid knowledge base, being first, being big, being well known, and being well organized are no guarantee of survival in the telecommunications marketplace.
Consequently, being right is the true secret to success, and right presumes the shrewd acquisition, application, and management of knowledge. In the new knowledge-based economy, the companies that earn and deserve their success will be those who can give their stakeholders and clientele the right answers.
How significant is knowledge in the new economy? The following examples give some indication of the extent of its influence.
More than 50 percent of the gross domestic product (GDP) in major countries of the Organization for Economic Cooperation and Development (OECD) is now knowledge-based.
Almost 60 percent of all American workers are knowledge workers of some sort, while eight out of 10 new jobs are in information-intensive sectors of the economy.
By 2000, nearly 65 percent of all new jobs will be performed by knowledge workers or people whose livelihoods depend on the information they generate and receive.
In a half-trillion-dollar industry defined by information and characterized by fierce competition, telecommunications companies must find ways to monitor, measure, and deploy their vast knowledge assets effectively.
To help them do that, the International Engineering Consortium has published an extensive comprehensive examination of knowledge management in the telecommunications industry. Provocative and insightful, Knowledge Management for the Telecommunications Industry offers an overview of emerging developments and practical applications, including in-depth case studies of intellectual asset management in the telecom industry.
Read this report to discover:
How one telecom's new sales order process enabled a single service representative to perform the same functions as 12 technicians.
How another company's call-center systems (after an extensive knowledge audit) yielded a 39.7 percent increase in capacity and a cost savings of $1,285,607.
How yet another competitor improved its return on process (ROP) and return on knowledge (ROK) by 87 percent after implementing an intranet system combined with an automated workflow application.
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