Evaluating Knowledge Management for Performance:

Case Study in Jurnal.id

Aditya Pramudita, and Achmad Ghazali

Sekolah Bisnis Manajemen, Institut Teknologi Bandung, Jl Ganesha No. 10, Bandung, Indonesia

Keywords: Knowledge, Knowledge Management, Performance, Sales, Startup.

Abstract: Managing knowledge has been a strategic move in the knowledge-based economy. PT. Jurnal Consulting

Indonesia (Jurnal.id) has been the pioneer in providing cloud-based online accounting software for five years.

In delivering the product and service, the company relies on the subscription of the users. Customer success

division was formed to deliver product knowledge, ensure smooth implementation, and retain the customer.

However, the issue arises when there is unequal knowledge distribution among employees, caused by

knowledge share clogging, and the unfair establishment of individual KPI. The study is organized by assessing

KM maturity, which then mapped into root cause analysis according to APO and KM framework. This study

is resulting recommendation on how to close KM maturity gaps, and how to develop KM strategy maps for

improved performance of customer success division.

1 INTRODUCTION

In recent years, Indonesia as an emerging economic

country has shown steady and promising economics

growth. Despite of the current global economic

condition, Indonesia Statistic Bureau recorded that

the economic growth rate has reached 5,27% by the

second quarter of 2018 (Movanita, 2018). Many

sectors have been contributing into the growth itself,

most of which is contributed by the service industry

by 9.22%, followed by the business service industry

8,89% and transportation and warehousing service by

8,59%. Inside this blooming service industry,

Indonesia has also enjoyed the growth of

technological startup industry. Digitalization of the

industry plays an important role in economic growth.

It would bolster industry transparency, accessibility,

and reach for a new market. The market readiness

itself has been shown from the growth of mobile

penetration by 126%, and now Indonesian internet

users have reached 51,8% of the total population

(Aminudin, 2017). With the recent development in

the tech startup industry in Indonesia, there are

already three startup unicorns in Indonesia. Those

startups are Go-Jek, Tokopedia, and Traveloka

(Pratama, 2017). While the market was dominated by

the marketplace in the previous years, in the recent

year the acceleration of the fintech industry. Fintech

industry does not only consist of banking, peer-to-

peer lending, there were also various services in the

industry, including software as a service (SAAS).

Jurnal.id is known for one of the tech startups which

provide online accounting software. As a cloud

computing software, rapid flow of data can

potentially be the key of improvement and

competitiveness.

1.1 Big Data & Challenges in The

Start-up Industry

Big data can be described as a large amount of data

which can be structured or unstructured. As the

existence of such data can affect a business, the main

point of managing big data is not how to deal with a

large amount of data, but more to how to manage the

data which can turn into information or knowledge.

Managing big data has been a challenge whether in

big companies or in startups. Many companies want

to jump into the industry trend, however the

capabilities and the tools are quite limited. Four major

challenges in big data have been identified as follows

(Acharjya & Ahmed, 2016); data storage and

analysis, knowledge exploration and complexity

management, scalability and visualization of the data,

and information security.

460

Pramudita, A. and Ghazali, A.

Evaluating Knowledge Management for Performance: Case Study in Jurnal.id.

DOI: 10.5220/0008432504600469

In Proceedings of the 2nd International Conference on Inclusive Business in the Changing World (ICIB 2019), pages 460-469

ISBN: 978-989-758-408-4

As a company who store a large amount of data,

managing big data has become one of the business

challenges for Jurnal. Knowledge, which is captured

from processing the data, and knowledge

management play an important role for the success of

Jurnal business objective.

1.2 Sales Operation at Jurnal

PT. Jurnal Consulting Indonesia, also known as

Jurnal is an Indonesian tech startup company

providing online accounting software service. The

main product of Jurnal is online cloud-based

accounting software. Unlike many of its competitor,

Jurnal generates revenue from the subscription of its

service. Keeping up with a speedy growth of the

company, a set of sales operation team has been

formed to foster the market acquisition and retain a

current customer. The sales operation divided into

several divisions which report directly to COO. One

of those divisions is Customer Success which

responsible for delivering product knowledge by

giving training to customer and ensuring customers

are able to adapt Jurnal into the business process

smoothly.

1.3 Business Issue

The Customer Success division formed in mid-2017.

With aim to ensure the value of Jurnal service is

delivered evenly to the customer. The significance of

this division highly related to the business model of

the company which relies on user monthly

subscription for generating revenue. Therefore, how

the product knowledge and problem solution being

delivered to the customer would be the factor whether

the user would adapt the journal and continue the

subscription. Based on the observation, in achieving

the business strategic and goals, the customer success

division is facing several issues which are related to

KM system as follows:

• Unequal distribution or product and service

knowledge among team member.

• Unclear measurement for the KPI, and some of

achieved KPI need further evaluation

• Knowledge captured from business process

does not have proper documentation and

archiving.

• Knowledge being stored is not easily accessible

to customer success division member

Based on these business issues, research

objectives are being developed as follows;

• To assess KM Maturity in Customer Success

Division of Jurnal.

• To assess the current knowledge management

establishment and whether there are any

knowledge gaps to be improved in the future

KM strategy.

• Provide solution using KM Score Card in

Customer Success Division that can be used to

improve KM maturity and implementation in

the division.

This research is focused on how the company

develops a strategy to improve the competency and

efficiency of customer success division in Jurnal.id.

2 RESEARCH FRAMEWORK &

LITERATURE

Mixed-method between qualitative and quantitative

approach is being used in this research. Both methods

will help support each other data. Mixed-method

assimilates two forms of data to ensure a better

understanding of a research problem, compared to

using one method only. This approach is being used

because KM has a broad understanding and could

involve more than one business unit in the company.

Thus, a better understanding of the business issue

could be get from a qualitative approach and

supported the quantitative approach.

2.1 Data, Information, Knowledge

Knowledge is acknowledged as information which

able to change something or somebody and enhance

a process to be more efficient (Drucker, 1994). In

short, it also can define as confirmed faith which able

to increase the efficiency of one's action (Nonaka I. ,

1994).

In developing a knowledge management strategy,

it is important to first define and understand the

hierarchy of knowledge. According to Bergeron,

2003, the hierarchy of knowledge from bottom to top

is as follows; Data is number or other attributes

derived from the observation. Information is data

with associated interpretation. Knowledge is

information that organized, synthesized, or

summarized to enhance comprehension, awareness,

or understanding. Instrumental Understanding is the

clear and complete idea of the nature, significance, or

explanation of something. The visualization of the

hierarchy can be seen in figure 1.

Evaluating Knowledge Management for Performance: Case Study in Jurnal.id

461

Figure 1: Knowledge Hierarchy (Bergeron, 2003).

2.2 Knowledge Management

Knowledge management is a systematic and

organized process which allow someone or an

organization to generate, manage, retain, circulate

and recreate the knowledge to enhance individual or

organization competitiveness and create value

(Leidner & Alavi, 2001). Knowledge with proper

knowledge management will enable actions and

decisions, or information with direction (Green, Liu,

& Qi, 2009).

There are four components of knowledge

management which will enable an organization to

implement and sustain KM practices. Those are

people, process, technology, and governance

(Tjakraatmadja, 2009).

People are where knowledge management roles

need to be established in the business. It could be

people with a habit of sharing knowledge in a

collaborative environment. Then, the process is a

tested and proven process for capturing, distilling,

validating, storing, applying, and reusing knowledge

and also innovating. Technology is an aid to enable

knowledge to be stored, categorized, and accessed for

reutilization wherever the knowledge being stored

(database, online storage, people's head). Without a

governance system which enables and promote

knowledge sharing will be in a struggle to be

implemented.

2.3 Knowledge Maturity Assessment

Approach

An organization which possesses a higher level of

knowledge management maturity has the ability to

perform better because it could create value from the

knowledge which they acquire from the customer,

supplier, and stakeholder to improve its

competitiveness in general (Johnson, 2011). To

assess the maturity, this study uses KM maturity tool

of Asian Productivity Organization (APO)

considering the population is limited on several group

with member less than 100. There are seven

categories in the KM assessment tools based on the

key elements of knowledge framework and process,

those seven categories are (Young, 2010);

KM Leadership. This category evaluates the

organization's leadership capability to respond

challenges of a knowledge-based economy.

Process. This category evaluates how knowledge

is used in managing, implementing, and improving a

business process with a purpose to evaluate, and

improve business process for better performance,

optimization, efficiency, and added value creation.

People. The people category evaluates the

organization's capability to create a sustainable

culture of knowledge sharing, learning habit,

collaborative environment, and development of

knowledge workers.

Technology. This category assesses how the

organization is capable in creating and convey

knowledge solution such as collaborative tools and

content management system. The reliability and

accessibility of the tools are also assessed in this

aspect.

Learning & Innovation. This category determines

the organization’s ability to encourage, support, and

booster learning and innovation using systematic

knowledge process which also related to effort in

communicating the value of learning and innovation.

KM Outcomes. This category measures the ability

to enhance value through new and improved products

and service, to increase productivity, quality, and

sustain growth through effective use of resource and

as a result of learning and innovation.

There are also five levels in the framework

(Young, 2010).

• Level 1: Reaction level. The organization is not

aware of what KM is and its importance in

enhancing productivity and competitiveness.

Human

Machine

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• Level 2: Initiation level. The organization starts

to realize the importance of knowledge or

already initiate a pilot KM project.

• Level 3: Expansion level. KM is already

standardized, implemented, and deployed. Most

of the KM activity in the organization is how the

members are managing KM strategy, processes,

and approaches that already identified and

defined.

• Level 4: Control/refinement level. Implementation

of KM is continually evaluated for continuous

improvement. Involves expanding KM

initiatives throughout the organization, working

together in creating organizational capabilities

• Level 5: Maturity level. KM is fully mainstreamed

within the organization. Leaders in the

organization are using KM capabilities to

support in doing the business process,

evaluating, and setup business strategy and

business model. KM system supports

innovation and continues improvement of the

organization.

There are a total 42 questions covering seven

categories with a maximum score of 210 points. Each

category has a maximum score of 30 points. Each

question has the rating scale from 1 (Doing very

poorly, or none at all) to 5 (Doing very well) (Young,

2010).

The average score of each category will then be

tabulated and presented in the form of a radar chart.

The chart will show the actual score obtained from

each category versus the maximum score for that

category.

There are five levels in the framework proposed

by Young (2010) as shown in Table 1.

Table 1: KM Maturity Assessment Level

2.4 Interview and Survey

The qualitative research is conducted through an in-

depth interview in order to get a more empirical

information from Key person of KM practice in the

Jurnal customer success division, and how the current

KM practice related to the business challenge. The

interview was conducted to COO, two of Customer

Success team leaders, and one senior member. The

interview will be representing three aspects:

• Positioning of the customer success division

facing the business challenges

• How knowledge is viewed in the business unit

• Opinion regarding Jurnal’s KM initiative and

implementation

The survey itself is conducted using a purposive

sampling method, also known as judgmental,

selective or subjective sampling. Hence the selection

of respondent for the survey is based on the

researcher's judgment. Usually, the number of

samples being assessed is quite small, especially

when compared to probability sampling. Purposive

sampling itself known for its efficiency when the

nature of the sample who provide data is highly

related or align with the nature of research design,

aim, and objectives (Dudovskiy, 2018). The target is

all the customer success division members. The

population of sixteen (16) employees. Survey

questions are developed based on researcher question

to match with APO's maturity assessment as KM

maturity assessment tool.

3 ANALYSIS AND BUSINESS

SOLUTION

3.1 Interview Data Summary

From the interview response, a summary of

highlighted points is made related to the research

objectives.

3.1.1 Positioning of Customer Success

Division in facing the business

challenges

From the interview, it could be concluded that all

interviewees have the same view towards the main

function and objective of the customer success team.

Which is to deliver the service and product

knowledge into a customer of Jurnal.

The team members also acknowledge that they

have become the first person to be in touch with

customers’ issue and becoming agents to solve it.

Meanwhile, their role is significant in gathering

information regarding product feedback and market

insight or competitor.

Level

Score

Maturity

189 < X ≤ 210

Refinement

147 < X ≤ 189

Expansion

126 < X ≤ 147

Initiation

84 < X ≤ 126

Reaction

42 < X ≤ 84

Evaluating Knowledge Management for Performance: Case Study in Jurnal.id

463

3.1.2 How knowledge is viewed in the

business unit

Knowledge in Jurnal and customer success team is

acknowledged as an important asset. Knowledge has

become the basis of how the service being delivered

and employees play an important role in the smooth

knowledge management process.

In accordance to the knowledge cycle,

interviewee acknowledges the importance of

adequate knowledge sharing platform. The team itself

has been running the knowledge sharing process in a

daily basis. However, the process itself mostly

happen in chat application as an informal sharing

platform and has not been documented which can be

accessed easily by team member for knowledge

reuse.

Member of the team sees that knowledge sharing

in KM center (event/forum, web, database) itself is

both voluntarily to be done. While team leaders view

such habit and process to be considered in member

performance for personal and team evaluation.

3.1.3 Opinion regarding Jurnal’s KM

initiative and implementation

Customer success team of Jurnal understands that the

existence of KM initiative and program are made for

developing people in the purpose of closing

knowledge and competency gap in the team which

required to do business strategy. Although the IT

platform still facing problem in terms of the

accessibility, the team see the potential of knowledge

sharing and documentation being used for a wider

purpose not only for customer success team but also

other business unit or even companywide.

3.2 Survey Data Result

All of 16 targeted respondents, coming for customer

success division, returned the survey. This indicated

that 100% of the population data is collected.

To assess the maturity level from the survey, the

answer of all questions was summed up to get the total

score of maturity assessment for a single respondent.

The total maturity assessment of each respondent was

added to get a total score of 16 respondents. That final

score was divided by 16 (number of respondents) to

get the average score of maturity assessment in this

study.

For every category being studied, it could be

drawn into a diagram to give a picture on KM

situation in Jurnal Customer Success team. Every

average value of the category is put against the

maximum score and mapped into a radar diagram.

Radar diagram will give a visual understanding of

how the KM maturity gap appears in each category.

Figure 2: Knowledge Maturity Radar Diagram

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3.3 Findings and Discussion

A score of each category was tabulated and presented.

The Data shows that every category has slightly

different maturity gap with the average rating ranging

from 3.60 to 4.09 with the maximum average score of

5. This data is presented into the radar diagram to

have a better visual understanding of KM maturity in

each group, which could be seen in figure 2.

The radar diagram is split into five levels which

related to the maturity KM maturity level given in

Table 1. The radar diagram shows that score of all

category ranging around the same level but has not

reached the maximum score. This could be a subject

for improvement of KM maturity, and to develop a

program in contribution to division’s business

strategy.

In overall research in related to customer success

division, the following points are the main finding to

knowledge management in the business unit.

• Maturity level is at the Refinement level

according to APO maturity assessment. It means

knowledge management has been implemented

with continuous evaluation and KM initiatives

have run though the organization to create

competitiveness.

• However, the result from qualitative and

quantitative research shows that there are still

gaps of KM which could be improved.

• The results of the interview show that KM

culture is adequate.

• Both members and leader have acknowledged

the importance of managing knowledge where it

requires high accessibility, accuracy, and

accountability to the knowledge stored.

• Knowledge initiative and the habit of

knowledge sharing has already run the business

unit. However, capturing the knowledge process

is not supported by proper documentation

system.

Whereas, key success factor to improve KM

maturity gaps is determined by linking the question

answers of KM maturity assessment which scores

below average score with the result of the interview.

From the method, ten key success factors to improve

KM maturity is formulated as in table 2.

4. BUSINESS SOLUTIONS

4.1 Improve KM governance &

management support

In Improving KM maturity and awareness in the

customer success division, the first aspect that needs

to be improved is management support and

engagement towards knowledge management. Seeing

Table 2: Key Success Factors to Improve KM maturity

Maturity Assessment

category

Related KM

Framework

1 A. Leadership Budget on KM 3.38 3.73 Governance

2 B. Process Routinely Evaluate 4.00 4.09 Process

3 C. People KM Manager 2.88 3.60 People

4 C. People KPI in CS 3.00 3.60 People

5 D. Technology Easily Accesible 3.50 3.69 Technology

6 D. Technology Measurable 3.06 3.69 Technology

7 D. Technology

High Avaliability and

Reliability

3.56 3.69 Technology

8 E. KM Process Accuracy & Reliability 3.31 3.42

Process

E. Learning &

Innoavtion

Cross-Unit Teamwork 3.56 3.63

Governance

10 G. KM Outcomes KM Map & Plan 3.56 3.60 Governance

Evaluating Knowledge Management for Performance: Case Study in Jurnal.id

465

this situation, the management could start by making

knowledge management as company culture and

habit. The management could start making formal

knowledge sharing session between customer success

division with other related business unit. This action

could trigger an employee to think that knowledge

sharing and delivering new ideas are important for the

innovativeness and adding value to the company.

Further support by management could be done by

creating a budget for knowledge management. The

budget can be used to have certified skill training or

developing online learning and evaluation platform to

test out the skill and knowledge equality of customer

success team members.

4.2 Define role & responsibility for KM

in customer success division

To ensure every stakeholder are equally responsible

for KM program and implementation, Jurnal needs to

define the key roles and responsibilities. However, in

the implementation, rather than adding a position to

the organization which may become costly and

inefficient, it would be better to enrich the job

description of key roles to have additional KM related

task.

Table 3: Key roles and responsibilities for KM activities.

Role

Responsible

Position

KM Related Additional Job Description

Chief Knowledge

Officer

Chief Operational

Officer

- To ensure support from higher management,

and company level.

- To direct KM initiative to be align with the

business objective and strategic

KM Operation

Leader

HR Division Head

- Manage overall KM practice

- Set KM measurement and monitor the

achievement

- Report KM activities and achievement to

Management (COO)

Knowledge Leader

Customer Success

Division Lead

- Managing KM Practice in the division

- Become the role-model of KM practice in

the division

- Act as mentor & facilitator of KM practice

in the division

- Creating KM program to be implemented in

the division

KM Program

Support

Learning

Development

Division

(Jurnal University)

- Designing learning curriculum for

knowledge management in customer success

division

- Assist knowledge leader in creating KM

program, implementation, and monitor the

KM achievement.

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4.3 Engage employee into KM and KPI

development

Through qualitative research and data analysis in

Jurnal customer success division, members are aware

of the importance of KM. However, the company

would need to involve the employee to create, and run

the KM initiatives. To motivate the employee and to

trigger engagement in the team and process, there

should be a clear rewarding process of employee

achievement. As KM become one of business

strategy enabler, it will also need to be part of Key

Performance Indicator in the business unit. As

mentioned before, the delegation of KM activity will

become an additional job description for key roles in

customer success business process. By adding KM

related activity into the job description and individual

KPI, it will also become a trigger to motivation.

Rewarding itself require a clear measurement which

could capture the statistic of KM activity

4.4 Systematic knowledge

documentation of improved

knowledge sharing

Knowledge accessibility and sharing process have

been the main business issue mentioned in the study.

The current software database is not capable of

having knowledge categorizing and codification.

Thus, to overcome the situation additional tools could

be used to ease knowledge documentation, archiving,

and categorization. The KM tool that could be used is

by having Knowledge Café. The utilities of

knowledge café could be a workshop on categorizing

or codification of knowledge being gathered within a

month. The aim of this workshop is to categorize and

create coding for each case, experience, and expertise

Figure 3: KM Strategy Map.

Evaluating Knowledge Management for Performance: Case Study in Jurnal.id

467

captured by the customer success to be re-used in the

future.

4.5. KM Score Card

KM scorecard shown below, also known as KM

strategy map, provides a useful scheme of linking

strategy, activities, and knowledge resource (Kaplan

& Norton, 2004) KM scorecard being developed is a

differential form to give clear correlation between

strategy, initiative, objective, and which concerning

the KM maturity gap removal in Jurnal. In the

development of KM scorecard, the researcher uses

the approach of KM planning from (Tjakraatmadja,

2009).

At the end, KM scorecard shows how KM benefit

is generated from KM initiative in the company. The

process itself will increase company’s intangible

value, and by actively managing knowledge, it will

increase the work efficiency of the team, building

learning environment, and booster sharing and

collaborative culture which trigger innovation.

5 RECOMMENDATIONS

The lack of KM governance and nonexistence of KM

platform have been highlighted as tow of main issues

causing unequal knowledge distribution in customer

success division. To improve the situation, there

should be full support from management. Thus, there

are several things that should be considered

implemented. First is to identify key stakeholder

interest and objectives. This is needed to clarify what

are each stakeholder want to achieve in the KM

implementation. Then, the company needs to develop

KM strategy maps which match the business strategy

as KM itself will become the tool to increase work

efficiency and effectiveness. In this case, KM strategy

implemented should be in line Objective Key Result

(OKR) of Jurnal customer success division. The KM

strategy map can be seen in figure 3.

In developing KM initiative collaboration with

one or more business unit in developing and

promoting KM initiative. Collaboration from other

business units such as management, IT, and learning

development can be done in knowledge café where

each business units with same interest could

collaboratively develop solutions for problems.

Improvement of procedure and KM tools.

Improvement of the procedure could start by better

documenting the knowledge gathered. As knowledge

sharing habit already running in the division, there

should be better documentation to the knowledge has

been shared. In the scale of a start-up company, it

could be done by having knowledge archiving and

codification workshop and to store the knowledge

with available resource.

Periodical evaluation and study should be

conducted to assess the statistic of KM program. The

metrics could be set by how much knowledge has

been shared and documented, how the knowledge

affect the speediness of answers and solution to the

customer.

Some considerations on developing an

implementation plan being noted by the researcher

are listed below

• Current ongoing business process evaluation.

Researcher creates an implementation plan

based on current business OKR which evaluated

quarterly, and companywide evaluation and

rewarding which happens on April and October.

• Current ongoing KM program. Researcher

understands that there are several KM initiatives

has been running in the company. Thus, the

implementation plan would not remove the on-

going program such but more to adding

activities that could improve the current process.

Current KM activities such as CS weekly

meeting, company meeting, demo simulation,

and design thinking training will still be running

as it is.

• Current Resources. Currently, there is no

dedicated personnel for KM process, and

looking from the scale of the company it would

not be efficient to add into the organization

structure. The solution is to add KM related task

into the job description with clear KPI, which

later can be evaluated and rewarded.

• Management involvement. The success of the

proposed plan depends heavily whether the

management fully engaged into the proposed

plan or not. The proposed plan will take multiple

iterations on the first phase of implementation;

hence it will need strong direction and

leadership from all stakeholder involved

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