March 2002: Wipro's (Mani) talk on Knowledge Mgt - NY SPIN

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1



Knowledge
Management


New York City SPIN


5 March 2002


©

Wipro Technologies







Wipro Confidential






2

Agenda


What is KM ?


A simple game for the participants


The KM Framework


KM Initiative at Wipro


Some tips

Key Areas Covered

3

Labor

Hands

Knowledge

Heads

Capital: Money & Machines

Land & Resources

Economy of

Scarcity

Economy of

Abundance

Intellectual Capital
-

Asset Base in the Knowledge Era

Source:

The Fifth Generation

-

Dr. Charles Savage

Sources of Wealth

4

Knowledge Management


What is KM ?


A business process for
managing

our
intellectual
capital


An
integrated

and
collaborative

approach to the
Creation
,
Capture
,
Organization
,
Access

and
Use

of
Information Assets
(Gartner)

Competitive Advantage
-

Managing our Intellectual Capital

5

A Simple Game

6

A Simple Game.


Using your Right forefinger point :


Up


Down


Forward


Backward


Left


Right

7

A Simple Game..



For the set of directions you saw in the previous slide a
corresponding set will appear to its right (which you have to
remember as it will appear for 10 seconds only)


Every time I call any direction from the original set, you have
to respond by pointing your forefinger in the corresponding
direction (if you remember) from the second set.


You will sit down if you are wrong and the game will continue.
The last one who remains standing is the Winner.


Winner will get a surprise gift


All of you will stand for this game

8

A Simple Game...


Forward


Left


Right


Up


Up



Forward


Left



Backward


Backward

Down


Down


Right

9

A Simple Game….

10

Identify your Key Business Drivers

KM Should address the Company’s key business drivers


KM Initiative
-

Addressing the Key Business
Drivers


Competitive Responsiveness
-

ability to access
existing information in time


Collaborative Work Culture
-

working as a collaborative
team, sharing best practices, successes and failures,
avoid reinvention and repeating mistakes


Shorter time
-
to
-
market
-

Shortened product and project
life
-
cycles


Capture Tacit Knowledge
-

minimize loss due to
attrition and mobility

11

Culture

Dimensions of

the KM

Framework

All the dimensions of the Framework are equally Critical

Dimensions of the KM Framework

12

Connecting People to Content


Content


Providing Access to Business Critical Knowledge


Processes for creation, distribution and use of
explicit knowledge


Marketing & Sales Support System


Reusable Components Repository


E
-
Learning System


Projects KM System

13

Connecting People to Content

14

Connecting People to Content

15

Connecting People to People



Communities


Connecting people in need of Knowledge to
people with Knowledge



Flow of tacit knowledge


Yellow Pages


Special Interest Groups

16

Connecting People to People

17

Collaborative Culture



Culture


Nurturing a culture of Innovation and Collaboration


Organizational Support for a change from an
Individualistic to a Collaborative, Knowledge Sharing
Culture.


Endorsed by appropriate Rewarding / Recognition for such
behavior


Performance Management / Appraisal System to identify
these behaviors as a key objective with appropriate
measurement criteria.

18

A Reward Recognition Framework


x

KM Applications

x

Yellow Pages

Sales Support

Reward
Program

Enterprise
-
wide
Guidelines

& Norms for

Rewards

Enterprise Level

Account Level

Business Unit
Level

Database

(KCU)

Application Specific
Guidelines

19

Tools/Technology and Business Processes

Free flow of knowledge



Tools / Technology


Enabling free flow of knowledge and across business
processes and systems


Business Processes


Flow of knowledge from various Business processes to form
a common Knowledge Base


SAP, CRM etc.

20

KM Measurement

Measuring KM


on Engagement and Effectiveness


KM Engagement and Effectiveness Index


Engagement Parameters


Usage of KM Applications


Contributions to KM Application


KM Awareness Activities


Effectiveness Parameters


KM Six Sigma Project Initiatives


Productivity Improvement


KM Application User Satisfaction Servers

21

A KM Framework

KM Team

Organizational Values & Culture

KM Vision & Strategy

Infrastructure

Bus. Processes

Explicit Knowledge

-

Doc Repositories

-

Reusable Comp.

Tacit Knowledge

-

Discussion


Groups

-
Yellow Pages

-
Chat Rooms

KM

Measure
-
ments

Capture

Knowledge

Create

Organize

Access

Use

Key

Business

Drivers

22

Tips …

Tips


KM is a Strategic Initiative and needs Top Management Support


KM Should address Critical Business Drivers


Set you KM Initiative objectives based on the Business Drivers


Focus on addressing a few critical areas


take one step at a time instead of a
giant leap


Choose the technology that fits well with the legacy systems in your
organization


Establish team objectives to encourage collaboration and institute
reward/recognition for collaboration


The role of the KM Team is critical


support them


23

Open house

24

Manimaran R

Head
-

KM Initiative

53/1, Hosur Road, Bangalore 560 068, India

Phone : +91
-
80
-
550 2152

Fax : +91
-
80
-
550 2160

Mobile: +91
-
98450 27267

E
-
mail: manimaran.rajakannu@wipro.com