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Knowledge Management New York City SPIN 5 March 2002

Knowledge Management New York City SPIN 5 March 2002. Wipro Technologies Wipro Confidential. Agenda. What is KM ? A simple game for the participants The KM Framework KM Initiative at Wipro Some tips. Key Areas Covered. Sources of Wealth. Capital: Money & Machines.

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Knowledge Management New York City SPIN 5 March 2002

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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. Sources of Wealth Capital: Money & Machines Economy of Scarcity Economy of Abundance Knowledge Heads Labor Hands Source: The Fifth Generation - Dr. Charles Savage Land & Resources Intellectual Capital - Asset Base in the Knowledge Era

  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 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 KM Should address the Company’s key business drivers

  11. Dimensions of the KM Framework Business Processes & Information Systems Community Dimensions of the KM Framework Tools / Technology Content Culture All the dimensions of the Framework are equally Critical

  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 KM Applications x x Yellow Pages Sales Support Enterprise-wide Guidelines & Norms for Rewards Enterprise Level Business Unit Level Account Level Database (KCU) Reward Program Application Specific Guidelines

  19. Tools/Technology and Business Processes • 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. Free flow of knowledge

  20. KM Measurement • 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 Measuring KM – on Engagement and Effectiveness

  21. A KM Framework • Explicit Knowledge • Doc Repositories • Reusable Comp. Create • Tacit Knowledge • Discussion • Groups • Yellow Pages • Chat Rooms Capture Knowledge Use Organize Access KM Team Bus. Processes Infrastructure KM Measure-ments KM Vision & Strategy Key Business Drivers Organizational Values & Culture

  22. 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 Tips

  23. Open house

  24. Thank You 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

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