Case Studies in Knowledge Management

Implementing Knowledge-Enabled CRM Strategy in a Large Company 271

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the operational CRM, as their data fields were not validated by the system. The

nonvalidated data had to be rekeyed manually into the system. The computer

system was of no use for the whole transitional migration/testing period, so all

costumer operations were processed manually.

• Vendor-related problems: although it is a world-class vendor with extensive
  experience in ICT solutions, the vendor underestimated project complexity and
  responsibilities. This resulted in missing the delivery target three times, and then
  followed by a decision by many employees to quit their jobs.


• Ineffective change management: in addition to the projects implementations team,
  there was a dedicated change manager; however, this role was ineffective. The
  concept of change management was new to GTCOM, and it could not afford to
  continue funding the post, so the post was cancelled.


• Management problems: GTCOM changed the CSS system into CRM in a critical
  period of time when the market was liberalized. It was very dangerous to phase out
  the CSS system when nothing was clear on the negative consequences on
  operational excellence and satisfaction of stakeholders. It had also been decided
  to proceed with implementation although it was known that the system was not
  effective and incapable of meeting the objectives of the CRM strategy and its KPIs.

CHALLENGES

Although GTCOM had made some positive moves toward changing the organiza-
tion from being engineering-led to customer-led, especially in light of changes in its
business environment, it still faces a number challenges with respect to the effective
management of its knowledge for continued business success. The challenges are as
follows:

Table 1. Major prospective changes in GTCOM’s move from a monopolistic to a fully
competitive organization

Monopoly Full Competition

Technology-push

Market-pull

Low-customer value

Non-tariff driven customer

High cost structure Low cost structure (through re-

engineering)

Back-end focused

Front-end focused

Bureaucracy

Meritocracy