Wipro KM Confluence Summary

Having effectively fostered a culture of knowledge sharing within the

organization, Wipro extended its spirit of Knowledge Management with

academicians, external KM experts and business leaders along with delegates

from over 48 organizations to collaborate, share, network, and grow by bringing

them all under one roof with a daylong Wipro KM Confluence 2013.

Collaborate | Share | Network | Grow

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Knowledge Collaboration and

Knowledge Sharing Beyond

Boundaries

WIPRO LIMITED 2013 | CONFIDENTIAL

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WIPRO Knowledge Management Confluence

5th September 2013

Event Synopsis

The Wipro Knowledge Management Confluence, held on 5th Sept 2013, was the first of its kind by any

corporate as an industry event. The conference was attended by 110+ delegates from 48+ external

organizations and over a 100 Wiproites.

The conference was inaugurated by Senior Leaders from Wipro and External Speakers.

Devender Malhotra, Chief Quality Officer, Wipro

Limited dedicated the Wipro Knowledge

Management (KM) Conference to teachers as it was

held on Indias teachers day. He mentioned that

the sole purpose of the conference is to keep the

light of sharing knowledge burning within the

community, break the boundaries for the KM

fraternity to share and learn from each other the

generic practices and create value for the

organization and customers. Devender said that KM can be a differentiator to business especially in an

industry that has to tackle with the challenges of resource retention or attrition issues. He pointed out

that KM can thrive when backed by top management, and Wipro KM has that support right from the

levels of Chairman and CEO.

Sambuddha Deb, Strategy Consultant and former

Executive Vice President, Wipro Ltd., in his keynote

about Knowledge Management - Differentiator for

any Business, spoke about KM Strategy and the four

typical stages of growth for any organizations KM

deployment experiment, engage, effective,

strategy, and reach a level of building something

new from knowledge. He explained that unlike

academia which focus and publish knowledge,

organizations dont focus as much on documenting

knowledge explicitly. In commercial organizations

the major job of KM is to transform as much tacit knowledge into explicit, and it has always been the

biggest challenge. It is also important as individuals need to identify knowledge that will maximally


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contribute in solving a problem and doing work. He added that KM can generate new models by

embedding knowledge in processes and artifacts can be published to external world.

Prof. Rishikesha - Professor of Corporate Strategy,

Indian Institute of Management, Bangalore, gave

his keynote on Building a Systematic Innovation

Capability. Rishikesha focused on knowledge

creation and knowledge utilization, and spoke

about how to build innovation capability which is

the core of building knowledge in the organization.

He gave a birds eye view of his book, "8 Steps to

Innovation Going from Jugaad to Excellence", co-

authored with Vinay Dabholkar.

He discussed that innovation capability can be built by solving three problems pipeline problem,

velocity problem, and batting average problem. He commented that innovation today spans many

dimensions. It is not only about technology and products, it is now important in other ways like

processes in Toyota where their core innovations come from their Toyota production system and

Customer Experience. He expressed the need to remove three myths around innovation viz. 1) The

link between creativity and innovation since often innovation is triggered more by curiosity than

creativity. 2) Innovation is like a process since it is not a smooth activity going in one direction, and

straight jacketing it to a simple process is difficult 3) Innovation is a risky activity however good, an

innovator is not a gambler.

Dayapatra Nevatia, Vice President and Global

Delivery Head ENU, Wipro Ltd., in his keynote

about Business Value of KM, spoke about what

business expects from KM. As a user of KM he gave

two different perspectives of how KM is adding

value to business as an IT service provider and

adding value to the customer through benefits of

KM. He mentioned that people are the assets

having knowledge and the organization has to

focus on capturing knowledge and build the system

that enables them to make use of it. Knowledge residing in the dwindling number of experts needs to

be brought out and retained by using the required technology and ensuring continued business growth.

He mentioned that in Wipro we have worked on these areas, where at centralized places, experts are

made available to decipher data and provide insights. By doing this, KM is moving from the tradition of

focusing only on building or maintaining a repository. Customer expectations have also been evolving

and changing as lesser number of experts are left in customer organizations. He mentioned that KM is

organizational memory which is not only desirable but also essential to business since KM evidently adds


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to the bottom line. He mentioned that in Wipro, capturing tacit knowledge is done to reduce the

learning curve using the collaboration platforms, SHNE framework for self-learning, Wipro KEDB and

Knowledge Sharing Sessions, social media, etc. He summarized his keynote stating that KM is helping the

business in four different areas which are faster and better decision making, reducing learning curves,

creating a culture of value add and innovation, and retaining enterprise knowledge that translates to

improved customer satisfaction, delivery excellence, business growth and employee satisfaction.

Anirudh P. Patil, Director, McKinsey Knowledge

Center, in his keynote on KM Governance & Risk

Management, provided grounding principles

based on the learning in McKinsey where KM is

organized around three key dimensions which are

1) Insights 2) Analysis around the insights 3) Best

practices and benchmarks based on the common

understandings. Organizations need to look for

knowledge around such multiple dimensions. He

explained how KM professionals are offered

compelling careers and growth in their

organization. He shared the 13 lessons learned through trial and error in implementing KM. He insisted

that knowledge needs to be a board level agenda and not left at five levels down. He iterated that

companies need to have clear KM objectives and architecture, well defined KM roles, KM systems to

enforce consequence management, have a clear system of value and guidelines, and continuously train

people.

Dr. Madanmohan Rao, Editor, The Knowledge

Management Chronicles, and author of many

books on KM, in his keynote address on

Knowledge Management Metrics, mentioned

about his recent book Next Generation KM

which includes a report to which Wipro, among

other organizations contributed. He gave

insights that unlike the early days of KM, in the

last ten years many organizations have been

able to use very good metrics on areas like best

practices, productivity, innovation, project

management, Intellectual Capital Management, risk management, knowledge retention, customer

excellence, and citizen satisfaction. He explained the eight Cs of success in the knowledge era, different

types of KM roles, different types of metrics used including anecdotes from people. He pointed out the

usage of revenue, profits, and productivity measurements for KM impact, how organizations are turning

internal metrics to external satisfaction, the need for revising the metrics every 2 to 3 years, and the


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importance of budgeting for KM measurement, adequately backed with real world examples. He

covered the various issues at different stages of KM maturity and listed trends in KM with large number

of young generation coming into work supported by social media.

Dr. Parameshwar P. Iyer, Principal Research

Scientist, Department of Management Studies,

Indian Institute of Science, Bangalore, in his

keynote about Knowledge Management,

Collaboration, and Networking, spoke about

ongoing research on KM as a discipline, KM and

Organizational Learning, and emerging KM

trends like networking and collaboration. He

emphasized on 3 key areas 1) Organization

learning process that essentially drives the

performance, 2) Anticipating and attending to

feedback to create knowledge from feedback to take action based on that knowledge, 3) Relationships

to build Social Networks (SN) for Collaborative KM (CKM) leading to creation, exchange, and

transformation of knowledge.

He maintained that the primary goal of KM is to improve organizational performance by enabling

individuals to capture, share, and apply collective knowledge to make optimal decisions in real time.

He concluded that IT can support effective organizational learning by providing persistent and well-

indexed tools for collaborative KM and social and knowledge network analysis. Also, just tools are not

enough, we need to have systematic practice to use tools properly and organizations need to monitor

performance, design avenues for change, and take effective action.

Prof. V.N. Bhattacharya, Business Strategy

Consultant, in his keynote about Tacit

Knowledge & Competitive Advantage,

connected the two to generate growth and

profits with the competitive advantage that

comes from the way a company conducts its

business with activities powered by

knowledge with emphasis on tacit

knowledge. He stated that capabilities are

getting built by knowledge which enables the

activities to deliver superior value to

customers, who in turn want to buy the products and services giving the company a competitive

advantage.


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He learned that much of the attention is on explicit knowledge as codified knowledge is easily

transferred, while tacit knowledge transfer is difficult. He asserted that while some knowledge cant be

made explicit, organizations must convert explicit knowledge to capabilities and focus on the process of

converting tacit knowledge into capabilities rather than explicit. He gave an example of ironsmiths who

cant explain how the iron is hot, to be shaped up to the requirement and the only way this knowledge

can be transferred is through apprenticeship without attempting to codify or extract or even explain it.

He articulated that tacit knowledge is manifested in the way people act or behave or conduct business

and deals with internal and external stakeholders. And this is acquired only by learning, by doing, and

conducting experiments. He summarized that it is more important to concentrate on how to transfer the

difficult to manage tacit knowledge which is the foundation of capabilities to make it repeatable.

The Panel Discussion about Developing and Deploying KM Strategy Challenges and Lessons Learned

was moderated by Dr. Madanmohan Rao - Editor, KM Chronicles.

The panelists included:

1. Ajeeth Jagannath - Sr. Vice President, Corporate Strategy and Planning, ITC Infotech India Ltd.

2. Ravi Mani - Sr. Vice President, Organizational Excellence Group, iGate

3. Krishnan KS - Head of Knowledge Management, Mindtree

4. Ravi Ivaturi - Director Operations, Unisys

5. Bheemesh Kumar K - Head of Knowledge Management, Tech Mahindra

6. Dr. Hariprasad Reddy Head of Knowledge Management, Wipro Limited

Panelists explained their organization strategy and how KM fits into it, governance structure and how it

evolved over time, and the future of KM. Points were shared on how KM is foundational in many

companies with decentralized KM responsibilities and defined responsibilities, keeping organization

level KM vision right at the beginning. KM is also used for innovation and as opportunity to solve

organizational problems. Sometimes a hybrid approach may be required to adopt KM strategies.

Knowledge Management is used as the differentiating factor for customers. Involvement of leaders and

participation is critical using formal and informal methods. Seamless knowledge exchange is required

between millennial and baby boomers to bridge the knowledge gap using gamification and storytelling.

Dr. Hari from Wipro mentioned that KM is like oxygen and organizations wont survive without KM.

Knowledge Manager role is very critical and the career path of a Knowledge Manager is very lucrative as

he/she can become a domain consultant, good program manager, and even a good people manager.

The Chief Knowledge Officer (CKO) role should be like that of a Movie Director where CKO has to

imagine and bring innovative fun filled KM initiatives to make every employee of the organization

enjoy the KM journey.


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The conference was concluded with a closing note

of thanks by Rajeev V.S, General Manager, Mission

Quality, Wipro Limited. Rajeev drew up the days

highlights in his closing note and appreciated how

speakers, panelists, delegates and the Wipro KM

team collaborated to make the KM conference

such a success. Rajeev also expressed that having

become pioneers of conducting a KM conference,

which provided valuable takeaways to delegates,

Wipro expressed the desire to continue

conducting KM conferences as an industry event.

The conference also included a mind mapping activity and KM Football (Wipros KM Gamification

initiative) that were designed to help delegates collaborate, share, network and grow.


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Key Takeaways

Valuable insights captured from knowledge experts about emerging KM trends and strategies.

Delegates from over 48 organizations benefitted from KM best practices shared by various organizations that the Speakers represented.

Strengthened networks and collaborations with the KM fraternity, ensuring KM domain

knowledge is consistently channelized

Delegate Feedback

Thanks for organizing fabulous Knowledge Management Confluence in Bangalore, and inviting the KM fraternity as delegates from other companies. You have set the bar high in the 1st event. KM confluence on 5th September in Wipro would remain a red letter day from corporates perspective - Director, Knowledge Management, HP

I strongly believe that the event is an eye-opener to KM folks across various organizations. Apart from learning how KM was organized across organizations, it also helped understanding the ways and means by which it can be enhanced and tuned to perfection. Thanks to the WIPRO team for organizing such an excellent event - Knowledge Manager, Capgemini India

An interesting piece that I picked up... Hari mentioned about portraying KM to the crowd like Disneyworld is to children. The wow factor, and the awe factor. Every organization needs to put on their thinking caps and bring out ideas to encourage, start & participate in KM. Super job done by Wipro KM team - Sales Coverage & Transformation Consultant, IBM

Thank You for organizing a very useful and much needed event like this. As an overall MAKE winner, it was nice to see the Leader, leading by example and bringing the fraternity together to learn and share. Overall it was a wonderful experience and lot of takeaways for the participants. Hats off to the entire KM team and the leadership for this!!! - Engagement Manager, Unisys


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About Wipro Knowledge Management

Knowledge Management is globally institutionalized as a culture within Wipro for over the past two

decades. Leadership at Wipro has a strong commitment towards sharing and leveraging knowledge at all

levels to create a market differentiation through Applied Innovation. Wipros Knowledge Management

culture, systems, and knowledge bases create an efficient, connected and empowered workforce. It

facilitates harnessing Wipros immense knowledge to the right person at the right time so knowledge

can be leveraged to build solutions, make decisions, innovate, add value to Wipros customers and

consistently ensure business growth for Wipro. Wipros extensive Knowledge Management experience

backed with Wipros deep industry knowledge and strong partnerships with leading technology

suppliers provides its customers, across diverse industries, a sustained competitive advantage. Wipro

has been charting its knowledge journey with a clear vision of creating business value for its customer

and stakeholders.

Wipro KM Vision

"Be a highly customer centric enterprise by enabling innovative solutions through collaboration and

seamless knowledge exchange across our diverse workforce, customers, and partners thereby

increasing business value.

A Glimpse of Wipro KM Engagement

KM Initiative Data

# of customized KM Portals 1143

# of Documents in KM Portal 1,410,599

# of Documents used by KM users 11.75 Million downloads (Apr12-Mar13)

% of employees engaged with KM 70%

# of active collaboration war rooms 1830

Total # of Registered Experts 7059

# of Network Communities 167

# of Blogs 503

# of Known Error Database (KEDB) articles 75,001

# of Knowledge Sharing Sessions (KS2) by SMEs 800+ (Apr12-Jan13)

Wipro KM Patents and MAKE Recognition

1. Wipro has been granted a US Patent for Business-aligned organizational KM System - Patent

No. 7,657,498 that includes a comprehensive KM methodology and implementation toolkit.

2. US 12/889,639 Patent has been applied for System and Method for Active Knowledge

Management.

Wipro Knowledge Management has been consistently recognized as the Most Admired Knowledge

Enterprise (MAKE) winner at the Global (2012, 10, 09, 07, 05), Asia (2003 - 2012), and India (2005 -

2012) levels.


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About Wipro Limited

Wipro (NYSE:WIT; NSE: WIPRO) is a global leader in providing IT Services, Outsourced R&D, Infrastructure

Services, Business Process Services and Business Consulting. With over 25 years track record Wipro is the

first to perfect a unique quality methodology, the Wipro Way - a combination of Six Sigma, Lean Manufacturing,

Kaizen and CMM practices- to provide unmatched business value and predictability to our clients.

Our industry aligned customer facing business model gives us a deep understanding of our customer's needs

to build domain specific solutions; while our 55+ dedicated emerging technologies 'Centers of Excellence'

enable us to harness the latest technology for delivering superior business results to our clients. We employ

over 140,000 employees, serving over 900 clients including a number of Fortune 500 and Global 500

corporations and are present in 57 countries with a predominant presence in the Americas, Europe and India.

We continue to have a strong presence in niche market segments of Consumer Products & Lighting and

Infrastructure Engineering.

For any further details please contact [email protected] or [email protected]

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