KNOWLEDGE MANAGEMENT

INITIATIVES AT TCSPresented By:-

N.Rakesh (07bs2382) Urmi .J. Shukla(07bs4643)

Uravashi Sultania (07bs4665)

TOPICS TO BE COVERED

History of TCS

Features of TCS

Achievement of TCS

Culture at TCS

Transformation at TCS

Concepts and model used by TCS for

knowledge managementHurdles in implementation of KM

initiatives

HISTORY OF TCS

1968

• Started its operations

1972

• F C Kholi 1st CEO• 1st assignment for TISCO i.e. punch card management system

1969

• 1st project IBRS for external client Central Bank Of India• Similar projects for 14 other banks.

1979

• 1st international office in US with Ramadorai as head

1980

• Won a contract to develop an account receivable system for American Express

HISTORY OF TCS

Mid 1990’s

• Management consultancy division of TCS was made a part of TCS.• This brought talent pool comprising experts in areas like HRD, MIS, and material management to provide strategic and

operational solutions.

1999

• KM pilot was launched and implemented.

2005

• May :- 45,714 people in 150 offices across 33 countries.• 12% revenue from Indian operations.• 76 customers who billed over US$5 million.• October:- number of employees crossed 50,000 mark.• Appointed CTO PS Vishwanathan.

FEATURES OF TCSValue its

intellectual capital in form of employee.

Learning is a continuous process (6% was invested

in training and development).

Recognized for developing and

delivering enterprise value

based on customer knowledge.

KM objective of TCS were focused

on locating, organizing, sharing

and transfer knowledge for the

benefits of employee and

clients spread out all across the

world.

Decentralization of activities

TCS was among the 3 organization in

the world to appoint CTO.

ACHIEVEMENTS OF TCS

October 2005:-

Asia’s most admired

knowledge Enterprises (MAKE) for

best practices in knowledge management and was adjudged as one of

14 winners.

Panel members

being Asian

Fortune 500 senior executives

and renowned

KM experts.

Rated 8 on knowledge parameters

.

Rated 1st in maximizing enterprise intellectual capital and

creating learning

organization.

VISION, MISSION AND VALUES

Vision

• To be among the global top 10 by 2010

Mission

• To help customer achieve their business objectives by providing innovative, best-in-class consulting, IT solutions and services. Make it a joy for all stakeholders to work with us.

Values

• Integrity, leading change, respect for individual, learning and sharing.

CULTURE AT TCS

The discipline of knowing what you can do before you

utilize a resource is core to TCS’s

culture. It’s one of the elements which has enabled TCS to become the world’s fifth most profitable

company.-Ramadorai.

As one expands borders, one expands the

workforce by having a multinational workforce. This intent will also

require a culture ethos. These cross-cultural capabilities

will only come by working together

constantly, continuously, and

consistently.-Ramadorai

WHY TRANSFORMATION AT TCS?

TRANSFORMATION AT TCS

TRANSFORMATION AT TCS

The change in mindset instills an

ability to learn to live with change. This,

coupled with empowered decision-

making and an ownership-based

approach, is aimed at ensuring that

transformation is a continuous process.

-Ramadorai.

The organizational structure has to

continuously mutate and evolve to remain

relevant. It has to transform itself to meet

employee aspiration and ensure customer

delight. There was recognition within TCS that there was a need

for transformation. You need to know where you are going. Only then will the vision, mission and values

hold.-PS Vishwanathan.

TRANSFORMATION AT TCS

Globalization means three things to us: the

ability to deliver globally, ability to

integrate multinational

employees, and localizing delivery of

global customers.-S Padmanabhan.

CONCEPTS AND MODEL USED BY TCS FOR KNOWLEDGE MANAGEMENT

EVA BSC CTO K BASES AND CORPORATE GROUPWARE FISHNET MODEL TRAINING AT TCS PROPEL TBEM COP’S PAL

EVA - It helped in measuring the value created by company for its shareholders and helps in determining the total value created after taking into account the cost of capital. It encourages companies to review activities that give low returns and invest in projects that maximize returns.

BSC – It takes into account which takes into account both financial and non financial factors required to execute business vision and strategy. It integrates various functions like finance, customer, learning , growth and business processes for decision making.

CTO - “ THE CHANGE IN MINDSET INSTILLS AN ABILITY TO LEARN TO LIVE WITH CHANGE.” - Organization structure was changed to achieve transformation. It has to change itself to meet employee aspiration and meet customer delight.

KBASES AND GROUPWARE – It is a knowledge repository in the corporate and branch servers accessible to all employees through the intranet. It contained wide range of information regarding processes, line of technology and the line of business. The groupware was a body which automated various in house systems such as training and many other functions so as to ensure a smooth flow of information.

FISHNET MODEL – It’s an organizational structure which is flexible, adaptable and can form and reform varied patterns of connection. It rearranges itself quickly while retaining its inherent strength. Such organizations allow employees full flexibility.

TRAINING PROPEL – It’s a movement consisting of conferences and

camps. These helped employees in conducting group meeting and transferring their learning and knowledge to other employees in the organization.

TBEM - Through this model employees learnt about managing data, process orientation and motivating and energizing people. TBEM is all about quality of management.

COP’s - Community of practices was a forum of organizational memory where teams all over the organization at different times zones communicated and documented the best practices.

PAL – Process asset libraries was an information database related to technology, processes and case studies. These were made available to all development centers of TCS through the intranet.

WEB OF PARTICIPATION STRUCTURE

Result of Combination of industry knowledge and technological knowhow.

Enabled the company to maximize benefits

Development of smart government Creation of central information system

for govt. offices. Launch of portal

www.webhealthcentre.com

KM MATURITY MODEL 5IKM3

Managed 40 km implementation projects globally

Needed complete change in organization for implementation

5iKM3 model acted as benchmark Km solutions using documentum,

filenet, lotus hummingbird, liverlink etc

KM MODEL CONTINUES….

It helped customers to formulate KM vision & strategy

Road map for customers:1. Explaining policies & procedures2. Training and awareness session3. KM implementation- requirement

analysis, design, configuration, prototype, testing & user training

3 PILLARS OF KM

People- includes culture Process- includes policy and statergy Technology- includes infrastructure

STAGES OF KM MATURITY

1st-(initial stage) no formal process to put knowledge in use

2nd- (intent stage) realization of benefits by applying knowledge

3rd- (initiative stage) impact and benefits were seen

4th- (intelligent stage) collection and collaboration of intelligence

5th-(innovation)leading to process optimization

PURPOSE OF ASSESSMENT MODEL

Identify current state of organization Statement of current process Benchmarking with 5iKM3 Identify suitable interventions Plan the next course of action

LOOKING AHEAD……

Rapid changes in global software development industry

High level of mechanization of processes could affect creativity and innovation.

Knowledge sharing among informal groups many times was not captured and did not become part of KM efforts.

Differences in thinking of employees.

Probability of sensitive information being leaked through employees leaving the organization.

Employees considered culture as disorganized

Remained service company and never looked for expanding further.