KNOWLEDGE MANAGEMENT Group A

PTMBA – Marketing B– IIIrd yr – Trim 9

Group A

Nitti V Sharma 150

Binu Mathews 106

Jasmine Dsouza 115

Ashish Pawar 134

Mahesh Kedia 120

Jayesh Ratada 165

Samit Deshmukh 113

“We have a got an RFP to be submitted to an important client within the next 3 days. I remember we did a similar project earlier for them…but now I cannot locate the documents…who was working on this project??”

Case 1

“This customer is also facing the same technical problems of server getting hung in spite of repeated complaints…Harry’s team was also facing similar problem for one of their Singapore customers…I think so..What did they do to tackle this?”

Case 2

“Since the time Ruby, the earlier project manager has left the organization, there has been a drastic increase in response time for query resolution and the sponsors complained of different report formats….What was the format Ruby used? We assured the client of seamless migration with the new project manager…then why these discrepancies…was the handover not done appropriately?”

Case 3

We have to fill out a standard template after project completion listing our success factors and lessons learnt

My department meets on

the last Thursday of every

month where all the team

leads give updates on the

project and showcase best

practices to all

I await to read our monthly newsletter…it gives an info of what is the statistics and sales figures of our branches

world wideMy firm has a very good intranet. We can connect to our

counterparts in different locations online and rapidly

share ideas

CONGRATS !!!

You are practicing

KNOWLEDGE MANAGEMENT

Socialisation Externalisation

Internalisation Combination

Knowledge Conversion

Individual knowledgeIndividual & group knowledge

Group & company knowledge

Individual, group, company knowledge

Tacit to Tacit Tacit to Explicit

Explicit to Tacit Explicit to Explicit

Nonaka’s Model

The Intelligent Organization

The Intelligent Organisation:Knowledge management and organisational learning loops

Individual learning

Organisationallearning

Organisation•culture•structure•infrastructure

Knowledge•explicit•implicit tacit

Organisationalknowledge

Corecompetence

formalisationstorage

generationgroup exposure

diffusionco-ordination

generation

“An Organisation’s ability to learn and transfer that learning into action rapidly is the ultimate competitive advantage.”

Jack Welch Chairman, General Electric

IBM’s Knowledge Management Strategy

KM is not a fad

International

Global Transnational

knowledge developed and retained at the centre

knowledge developed at centre and transferred to other centers

knowledge developed jointly and shared worldwide

What is KNOWLEDGE MANAGEMENT ??

Putting your company’s whole brain to work

Making experience your company’s best teacher

ing

ing

ing…......among professionals for a

purpose

Knowledge Management at Bharti

Airtel

Bharti Airtel: KM Objectives Consistent customer experience by reducing variation in performance across business units or across time

Speed in business results by eliminating reinvention

Converting individual knowledge into re-usable organizational knowledge – to the extent possible

Empowering each individual employee to leverage the collective knowledge of the entire organization in serving customers

Customer Delight, Revenue Enhancement and Productivity / Value Maximization

KM at Bharti Airtel

Knowledge Portal “Gyan Bharti”

KM coordinators deployed centrally and at each business unit; communities of experts led by knowledge champions Measurement of “employee engagement in KM”

Employee communications, posters, weekly “did you know…?” emails

Constant monitoring

KM at Bharti AirtelKnowledge-dollar (K$) Scheme

KM orientation-training module

Knowledge sharing sessions “Best practices”, 6 sigma sessions

Employees encouraged and given rights to submit content to company knowledge repositories

Top management and the SBU heads insist on true replication

KM at Bharti AirtelImpact of each knowledge replication on a business measure is captured and documented

Replication Rate :30 %–Over 1,500 knowledge submissions by employees were published –Over 450 of these submissions were applied or replicated by at least one other business unit–Per- minute based Revenue Model

Bharti Airtel : KM Success

High expectations and seriousness of top management

Constant focus on hard business results, without losing sight of the culture angle

Standardized close-looped processes for knowledge sharing, replication and measurement of results

KM at Unilever

Knowledge Management At Unilever

Objectives of KM at Unilever

“Firstly, as a group it is helpful to have a structured way of organizing the what and the how of knowledge acquisition.

Secondly, the team knows that to be able to give a better advice and support to their customers, they must excel at what they do’’.

Cathy Bautista, Head of Unilever’s

Knowledge Management Group

THE ‘unilever’ portal

Global team manages the portal

CEO is responsible for country specific page

Brand pages ownership lies with Senior Vice President of the respective brands

A Support team is exclusively appointed for every country.

`

Achievements in KM

Unilever Indonesia received

MAKE (Most AdmiredKnowledge Enterprise)

award2009 for achievement

inimplementing excellent

knowledge management

within the organization.

“People is our greatest asset and we believe that continuously developing intellectual capital will positively contributes to high performance organization and business growth” -Joseph Bataona, Human Resources

& Corporate RelationsDirector

Accenture - Knowledge Exchange PortalAccenture - Knowledge Exchange Portal

Accenture - Knowledge Exchange PortalAccenture - Knowledge Exchange Portal

How do we start sharing knowledge ???

CREATE A CULTURE OF COLLABORATION

For a Successful KM

Top Management sponsorship and commitment

Knowledge Management embodies business strategy

Start with a working knowledge acceptable to all

For a Successful KM

IT is only a enabler to access, share and contribute

Build it for people, around people

Motivation: Incentives, competition

Acquisitions & Mergers By Transnationals

World leader in Roller bearing takes over

In May 2004 for US$ 310 Millions.

People

Vogel CEO resigns, Board of directors follows. New management with all SKF employees replaces. Only Technical Director absorbed as Head of lubrication business in SKF. All middle/Lower management and workforce becomes part of SKF Organization. SKF appoints sales manager in all countries with major business set up. SKF develops CLS team under sales managers tapping competitor key performers.

Product

No changes in first year. Localization of non critical components. Value Engineering for critical products

Price

New pricing policy in line with all SKF products platforms.

New Warranties as per SKF global standards.

Place

Closing prevalent channels of Vogel. Setting up Lubrication assembly house in

8 major counties outside Europe. Supply thorough Direct sales/ distributors. After sales service network.

Promotion

Press conferences. Seminars. Presentations at key customers. Exhibitions. Advertisements in Industrial Magazines.

Systems

Connected to SKF ERP ,CRM system, in 2 years.

Started following all accounting, PMS .

Brand

Acknowledgement & References

Dr. Gita A Kumta, Professor, Information Technology Dept, (specialization – Knowledge Management and Enterprise Systems) NMIMS

HBR on Knowledge Management

www.ikmagazine.com

www.knowledgebusiness.com

www.makeaward.com