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Bheemesh Kumar Head Knowledge Management at Tech Mahindra.

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Presentation on theme: "Bheemesh Kumar Head Knowledge Management at Tech Mahindra."— Presentation transcript:

1 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  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 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 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 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

7 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

8  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  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 ENVISAGE Organization Needs Business Objective Knowledge Management Maturity Knowledge Management Maturity Stakeholder Priorities SUPPORT Sustain Monitor Training/Awarenes s Sessions Control STRATEGIZE KM Roadmap KA Reuse, KA Quality & Collaboration Governance Metrics Governance Model Governance Model DEFINE& DEVELOP Reports & Dashboards Define KM Components KM Methodologies KM Methodologies KM Processes & Workflows

11  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 MethodsOutcome 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 reviewEnsures quality and usability of content uploaded on KEE KM policiesProvide 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 PortalsEnsures 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  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 = Collaboration Enablers Mahindra Rise Improved Service Delivery Quality Improved Cycle Time Higher learning curve Incentivization Improved Productivity Improved Decision Making

15 Collaboration Platforms

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

17  Q & A


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