Bheemesh Kumar Head Knowledge Management at Tech Mahindra.
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Transcript of Bheemesh Kumar Head Knowledge Management at Tech Mahindra.
Operationalizing Knowledge Management for Productivity
Bheemesh Kumar Head Knowledge Management at Tech Mahindra
“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
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
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 ApplicationsRanked 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
…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
Hierarchy of Individual’s & organizational Needs
KM Strategy
Know-what
Know- How
Know- Why
Physiological and safety needs are met
Participate when there is a Sense of Belonging, self esteem, and self actualization
New Stronger Priorities & Commitments
Enhanced Capability with Effective KM
Today’s Capacity with
KM as Good to have
Effective KM is about leveraging the collective ability of knowledge workers for overall business gain.
• 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.
Effective Knowledge
Improved Productivity
Why Knowledge Management ?
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
Challenges & Need for KM
Centralized KMS as Solution
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.
Operationalizing KM
EN
VIS
AG
E
Organization Needs Business Objective
Knowledge Management
MaturityStakeholder
Priorities
SU
PP
OR
T
Sustain Monitor
Training/Awareness
Sessions Control
ST
RA
TE
GIZ
E
KM Roadmap
KA Reuse, KA Quality &
Collaboration
Governance Metrics
GovernanceModelD
EF
INE
& D
EV
EL
OP
Reports & Dashboards
Define KM Components
KM Methodologies
KM Processes & Workflows
Leveraging mobile & cloud for KM connectivity.
Allowing anytime anywhere connect
Allowing accessibility and reusability of information on the go
Enabling KM through Digital Enterprise Solution
KM Governance for sustaining the KM Program
Governance Methods Outcome
KM Metrics Clearly defined measurable metrics for gauging Performance of departments; effort saving due to reuse
Monthly Dashboards Indicates IBU level performance on set KM metrics
(computed quarterly) Indicates IBU level performance on KM Index
Knowledge Assets review Ensures quality and usability of content uploaded on KEE
KM policies Provide guidelines from KM compliance perspective
KM Process documentationReference material for associates/employees - Guidelines on KM processes and procedures; methodologies and frameworks
Uptime of KM Portals Ensures availability, usability of KM portal
Roles & responsibilities for unit and corporate KM SPOCs
• Empowers unit KM SPOC to take KM initiatives at unit level• Enables Unit KM SPOC to act as an extended arm of Corporate KM Team
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
BenefitsIncrease in Knowledge Asset
Reusability =
Collaboration EnablersMahindra Rise
Improved Service Delivery Quality
Improved Cycle Time
Higher learning curve
Incentivization
Improved Productivity
Improved Decision Making
Mahindra Core Values
CORE PURPOSE
AC
CE
PT
ING
N
O L
IMIT
S
ALT
ER
NA
TIV
E
TH
IHN
KIN
G
DR
IVIN
G
PO
SIT
IVE
C
HA
NG
E
CORE VALUES
Q & A