ICT

ICT


The ICT industry is dependent on a wide range of resources and makes the most of tacit knowledge. Therefore, ensuring the acquisition, protection, and use of mass knowledge and extensive resources in this industry is very important. Knowledge management (KM) ensures effective sharing and use of accumulated knowledge and that knowledge flows throughout the company. Until now, ICT companies considered knowledge management as a market, but recently, large companies in this field have begun to use KM initiatives and actions in their organizations, emphasizing its organizational and cultural aspects rather than implementing knowledge management technology.

Knowledge management in the IT industry In ICT companies

 Knowledge management is an effective way to absorb knowledge in various specialized fields. After acquiring and sharing knowledge, knowledge management improves implementation and coordination and increases delivery speed and accuracy in software implementation. High employee turnover has always been one of the challenges in this industry, and knowledge management can be the answer to this and lead to improved decision making, preserving corporate memory, and increasing innovation.
The following should be observed to increase the effectiveness and efficiency and achieve the desired results of knowledge management in the information and communication technology industry: 
• Knowledge should not be limited to information and data. 
• Knowledge must be available to people at the right time.
• Knowledge must be updated continuously.
• Knowledge should be in support of the learning organization.
 

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Intel Knowledge Management

Intel Corporation was founded in 1969 by Robert Nevis and Gordon Moore. The company's primary focus is on producing computer motherboards, computer processors, and network and communication products. Different models of knowledge management maturity (KMMM) have been proposed to describe the organization's development of knowledge management strategies. The CMM model, as one of the most widely used models, focuses on standardizing the software production process and provides a standard for assessing the maturity of software organizations and many companies, including Siemens, Infosys, and Intel in the IT industry, use this model.
Intel KMMM, based on the CMM model and based on two types of perceptual and infrastructure assessments, examines the maturity of knowledge management based on these levels: 
• Lack of knowledge management in the organization (Lack of knowledge management)
• Possible
• Encouraged 
• Activated and implemented in the organization (Enabled / Practiced) 
• Managed
•  Continuously Improved

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KMMM Intel

To achieve an assessment of knowledge management progress, the KMMM must be evaluated from various perspectives, including areas of knowledge such as process, people/maps, and technology. Classification of knowledge domains is based on tacit and explicit knowledge, methods of knowledge transfer, and knowledge life cycle such as permanence.
 KMMM Intel categorizes knowledge assets into four areas:
• Lessons Learned;
• Expertise;
• Data;
• Structured Knowledge.

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Intel Challenges

Despite being at the center of ICT, Intel faces the challenge of transforming tacit corporate knowledge into explicit knowledge. Some of Intel's challenges in implementing knowledge management include:
• Lack of modern systems to help better knowledge management;
• Lack of proper way to convert tacit knowledge into explicit knowledge;
• Lack of support from senior managers for the implementation of an efficient knowledge management system;
• Lack of motivation for employees to participate in knowledge management practices.
 

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MTA and a case in IT industry

Maximum use of experience and knowledge gained in recent years in the infrastructure communications company has led to the creation and management of codified knowledge management processes. Based on this and the full knowledge of the managers, specialists, and scientists of the Infrastructure Communications Company, the comprehensive knowledge management plan in the form of an 8-month plan began in August 2015 with MTA' cooperation.
The efficiency and effectiveness of the knowledge management project in this company caused the managers to be interested in continuing this process to the point that the purchase of development services put the knowledge-based management approach in their agenda with the cooperation of MTA.
 

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