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INFORMATION AND KNOWLEDGE MANAGEMENT. Individual Assignment Brief – Scenario 3 Lecturer: Tony Christodoulou.

Executive summary of the company’s problem/opportunity.

Analyse the problem. Nestle working on data gathered from outside/other companies that has experienced success via remote working setup, and although certain learnings can be taken from this information; Nestle will have to create their own custom fit plan and approach tailor made for their needs and requirements (linked back to their Strategy, Vision and Mission they want to achieve), and clearly define the approach/ plan and set in motion towards creating the perfect virtual space concept that will benefit the company and support each and every individual working remotely.

Customer Perspective – Questions Proposed approach and action plan.

Provide a view on how to get the benefits without impacting the organisation. If they put in place certain measurements and company-resources they are sure to gain the benefit and reduce the impact on Nestle.

What would you suggest as an approach and what ways can this be implemented?.

Based on information in the case study:- Nestle, has done their homework and gather insights from various other organisations and information can guide Nestle in setting up their own Virtual-Office plan . Nestle management team can make use of the (SECI-Model) Dimensions to knowledge Management approach to implement the virtual office concept.

Tacit Knowledge. Tacit Knowledge. Tools to support Socialization: Social networks; Employee Forums; E-Mail; Team decision support systems; Meeting Platforms and Chat groups.

Explicit Knowledge. Tacit Knowledge. Tools to support Externalization: Data Systems/ Surveys online – Good/ Bad feedback; Blogs, Question and Answer models, Decision making tools and data, Data- / Knowledge warehouse information, Mapping tools.

Explicit Knowledge. Explicit Knowledge. Tools to support Combination: Data management Systems, Data sets, Intranet sources, Business insights, Statistical information, Learning and development tools, Artificial intelligence systems, Google resources, Web portals, External data sources, News, Media.

Tacit Knowledge. Explicit Knowledge. Tools to support Internalization: E-Learning, Wikis, Web, analytical/ statistical tools, Social network, Forums, Own experience, Insights share from others.

Vital for Nestle to get the buy-in of your employees. After Nestle has established a clear plan, and have policies and procedures in place, they can provide/ present a holistic Virtual-Office concept proposal to the employees and open a platform, where individuals can share objectives, ideas, feedback, and process or technology advances that can enhance/ improve virtual-office concept , this will also create a sense of value among Nestle employees, they will feel their input is valued and respected when taking business decisions..

What can we do guard ourselves from impacting the culture?.

Linked to the content share they need to link all activities and plans to the Dimension of Knowledge management as per indication of the picture on the left – this will ensure Nestle align all activities to:- Data & Information, Business Processes, Technology, People & culture, Expertise & skills, Data & information and lastly Leadership – if they cover and incorporate all these aspect when designing a virtual and office base structure – they will ensure colleagues buy and, and ensure they create a sustainable company in the long-run Encourage the ongoing engagements and communication platform through virtual and office base employees, this will enhance and encourage team performance and collaboration throughout the organisation Clear communication needs to be in place in terms of who qualifies to work remotely, and why this motion was set into proactive, if not the frontline might feel a disconnect as to why some individual are awarded the opportunity to work from home Supporting staff that are working remotely as a supporting functions needs to understand that if the need is identified they might be called upon to support ‘customer facing positions’ as and when required There is no difference in the value between staff working remotely vs. the staff engaged in frontline- activities – all employees needs to be treated as equals and with the same respect Nestle has an obligation to change their cultural and organisation working models, to align with workplace policies and ensure infrastructure and design is aligned to the virtual-office and on-site employees benefits Models implemented from both angles need to address:- What is the required office space, do all employees feel comfortable working remotely, how do we ensure a comfortable environment for colleagues that needs to come to work, and how do we align the two models of remote work vs. office backed employees What are the software, technology and system requirements to fully support remote working and office bound colleagues Based on remote working employees what is the expectation around working on-site/ or in branch (example are they required to come to work during certain days of the week, and is there space available when they are required to come to work) Clear guidelines that will foster continues engagements through teams, does not matter where you work are you engaging and supporting your co-workers In essence creating a standardized working ‘expectation’ doesn’t matter if you are in the office or working remotely – you need to stick to the rule of engagement, policies and procedures Employees working in the office might feel that the individual working remotely is not kept to strict rules and regulations, thus you need to have open and transparent rules for both sides of the coin – to show from a Nestle’s perspective all individuals is treated the same and all regulations and work requirements is measured as equal Have ‘Fun socialization session’ even if this is once a quarter to allow staff the opportunity to engage, this will ensure all individuals remains connected on a social and translated to long-term working relationships.

A stack of old books Description automatically generated with low confidence.

THANK YOU. Jienie Van Molendorff.