Operationalizing Knowledge Management for Productivity

1. Operationalizing Knowledge Management for Productivity Bheemesh Kumar Head Knowledge Management at Tech Mahindra

2. “Times of great calamity and confusion have been productive for the greatest minds. The purest ore is produced from the hottest furnace. The brightest thunder-bolt is elicited from the darkest storm.” Charles Caleb Colton

3. Contents • Introduction • What is Knowledge Management? • Hierarchy of Individual and Organizational needs • Why Knowledge Management? • Challenges and need for KM • KM Strategy • Operationalizing KM • Enabling KM through Digital Enterprise Solutions • Governing • Governing Methods and Outcomes • Sustaining • Gauging Productivity Improvements • Benefits

4. What is Knowledge Management (KM)? Knowledge management is the process of creating value from an organization's intangible assets. It deals with how best to leverage knowledge internally in the organization and externally to the customers and stakeholders. - J. Liebowitz Editor-in-Chief, Expert Systems with Applications Ranked one of the top 10 knowledge management researchers/practitioners out of 11,000 worldwide, and was ranked #2 in KM Strategy worldwide according to the Journal of Knowledge Management. Aren't Information management(IM) & KM the same? Information is patterned data and knowledge is the capability to act. - Hubert Saint-Onge Founder and Principal of SaintOnge Alliance. In addition to holding key senior management positions in leading companies over the past 25 years, he has developed and refined a model called the Knowledge Assets Framework

5. …Continued Is knowledge management(KM) an outgrowth of information management (IM) and document management? While partly knowledge management is an outgrowth of information management and document management it also covers other areas including artificial intelligence, knowledge-based systems, information technology, human resource management, groupware, organizational behavior and most importantly building a supportive culture for knowledge management is 90% of the effort. - Bob Buckman, CEO of Buckman Labs

6. Hierarchy of Individual’s & organizational Needs Know- Why Participate when there is a Sense of Belonging, self esteem, and self actualization Know- How Physiological and safety needs are met KM Strategy Know-what

7. Why Knowledge Management ? Effective Knowledge • Aligned with Business Strategy • Integral part of the Organizational Culture • Dynamic & Adaptive framework • Imbibe strong Knowledge sharing culture as KRA at every level with proper R&R. Today’s Capacity with KM as Good to have New Stronger Priorities & Commitments Enhanced Capability with Effective KM Effective KM is about leveraging the collective ability of knowledge workers for overall business gain. Improved Productivity

8. Challenges & Need for KM • Sudden attrition leading to immense knowledge loss • Resource bandwidth depletion due to this • Low motivation levels of existing resources lacking specific know-how • Inability to leverage existing resources to fill expertise gap • Low quality of service delivery due to this • Customer disengagement due to poor service delivery and lack of confidence • Inability to trace information on requirement basis • Reinvention as the immediate solution in such scenarios • Unaccounted knowledge silos Centralized KMS as Solution

9. KM Strategy • Establish KM Systems, KM Services and Support Operations • Establish KM Framework, methodology and Processes • Rationalize and Optimize data/content and migrate to Platform & Technology agnostic frameworks. • Use Architecture which is easily configurable, manageable and supports the business processes • Ensure the following expectations are met through implementation of the KMS • Move from Information portal to Knowledge Management Portal • Controlled process for storing Tacit and Explicit Knowledge with enhanced KM governance and control. • User friendly technology platform • Scalable and Extendable KM architecture across business departments/functions • Sustenance plan in place.

10. Operationalizing KM Sustain Monitor Organization Needs Business Objective Support Training/Awareness Sessions Control Knowledge Management Maturity Stakeholder Priorities ENVISAGE Reports & Dashboards Define KM Components KM Roadmap KA Reuse, KA Quality & Collaboration DEFINE& DEVELOP STRATEGIZE KM Methodologies KM Processes & Workflows Governance Metrics Governance Model

11. Enabling KM through Digital Enterprise Solution • Leveraging mobile & cloud for KM connectivity. • Allowing anytime anywhere connect • Allowing accessibility and reusability of information on the go

12. KM Governance for sustaining the KM Program

13. Gauging Productivity Improvements • Specific efforts are being made to gauge productivity improvements through KM • Quarterly surveys to gather effort saved due to knowledge reuse • Inclusion of effort saved due to reuse as a component during project ID creation • Strategizing an ROI model for critical knowledge assets in the Delivery and Sales Functions

14. Benefits Increase in Knowledge Asset Reusability = • Improved Service Delivery Quality • Improved Cycle Time • Improved Productivity • Higher learning curve • Improved Decision Making • Incentivization Collaboration Enablers Mahindra Rise

15. Mahindra Core Values CORE PURPOSE ACCEPTING NO LIMITS ALTERNATIVE THIHNKING DRIVING POSITIVE CHANGE CORE VALUES

16. Q & A