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Operationalizing Knowledge Management for Productivity

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Presentation on theme: "Operationalizing Knowledge Management for Productivity"— Presentation transcript:

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 KM Strategy Operationalizing KM Governing
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 Know-what KM Strategy Theory is based on Maslow’s Hierarchy of Needs Our interpretation from KM perspective Self actualization – when there is personal fulfilment, monetization Self esteem – will happen when there is a achieved status and reputation through personal branding such as in the case of the expert net platforms Belonging – will be felt when employees are part of groups, teams, units, departments etc. engaging in conversations through knowledge sharing sessions or through communities Safety – and security is felt when we follow the path that most people take within the organization, follow policies, procedures etc and voice opinion as required Physiological – is the need of hunger, warmth, air, sleep etc. in the organization, it is more from the perspective of establishing yourself and being heard,

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

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
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 documentation Reference 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

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 Increase in Knowledge Asset Reusability =
Benefits Increase in Knowledge Asset Reusability = Improved Service Delivery Quality Improved Cycle Time Improved Productivity Higher learning curve Improved Decision Making Incentivization TechM’s KM processes are ensuring a steady flow of Updated and current knowledge Assets’ into the KMS leading to higher performance productivity by way of Improved quality of service delivery - large amount of reusables being created on regular basis and searched and retrieved by associates across TECHM and TechM. Reduced time to service – access to these reusables providing improved ability to address customer needs quickly Enhanced reusability and reduced rework - through updated knowledge assets created and captured on regular basis. Higher Learning curve – access to department/function specific training material and window view for new joinees into TECHM. Improved decision making - through monthly views of reports and dashboards shared with department level heads and leaders. Incentivization – through KM index to drive creation, capture, storage, retrieval of knowledge assets from organizational contexts. Detailed dashboards are drawn up beginning of each month and data shared with the departments on these metrics for the previous month for each unit. Collaboration Enablers Mahindra Rise

15 Collaboration Platforms

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

17 Q & A


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