1. KNOWLEDGE MANAGEMENT Group A PTMBA – Marketing B– IIIrd yr – Trim 9

2. Group A Nitti V Sharma 150 Binu Mathews 106 Jasmine Dsouza 115 Ashish Pawar 134 Mahesh Kedia120 Jayesh Ratada 165 Samit Deshmukh 113

3. “We have a got an RFP to be submitted to an important client within the next 3 days. I remember we did a similar project earlier for them…but now I cannot locate the documents…who was working on this project??” Case 1

4. “This customer is also facing the same technical problems of server getting hung in spite of repeated complaints…Harry’s team was also facing similar problem for one of their Singapore customers…I think so.. What did they do to tackle this?” Case 2

5. “Since the time Ruby, the earlier project manager has left the organization, there has been a drastic increase in response time for query resolution and the sponsors complained of different report formats….What was the format Ruby used? We assured the client of seamless migration with the new project manager…then why these discrepancies…was the handover not done appropriately?” Case 3

6. We have to fill out a standard template after project completion listing our success factors and lessons learnt My department meets on the last Thursday of every month where all the team leads give updates on the project and showcase best practices to all I await to read our monthly newsletter…it gives an info of what is the statistics and sales figures of our branches world wide My firm has a very good intranet. We can connect to our counterparts in different locations online and rapidly share ideas

7. CONGRATS !!! You are practicing KNOWLEDGE MANAGEMENT

8. Socialisation Externalisation Internalisation Combination Knowledge Conversion Individual knowledge Individual & group knowledge Group & company knowledge Individual, group, company knowledge Tacit to TacitTacit to Explicit Explicit to TacitExplicit to Explicit Nonaka’s Model

9. The Intelligent Organization

10. “An Organisation’s ability to learn and transfer that learning into action rapidly is the ultimate competitive advantage.” Jack Welch Chairman, General Electric

11. IBM’s Knowledge Management Strategy

12. KM is not a fad International GlobalTransnational knowledge developed and retained at the centre knowledge developed at centre and transferred to other centers knowledge developed jointly and shared worldwide

13. What is KNOWLEDGE MANAGEMENT ??

14. Putting your company’s whole brain to work Making experience your company’s best teacher ing ing…...... among professionals for a purpose

15. Knowledge Management at Bharti Airtel

16. Bharti Airtel: KM Objectives Consistent customer experience by reducing variation in performance across business units or across time Speed in business results by eliminating reinvention Converting individual knowledge into re-usable organizational knowledge – to the extent possible Empowering each individual employee to leverage the collective knowledge of the entire organization in serving customers Customer Delight, Revenue Enhancement and Productivity / Value Maximization

17. KM at Bharti Airtel Knowledge Portal “Gyan Bharti” KM coordinators deployed centrally and at each business unit; communities of experts led by knowledge champions Measurement of “employee engagement in KM” Employee communications, posters, weekly “did you know…?” emails Constant monitoring

18. KM at Bharti Airtel Knowledge-dollar (K$) Scheme KM orientation-training module Knowledge sharing sessions “Best practices”, 6 sigma sessions Employees encouraged and given rights to submit content to company knowledge repositories Top management and the SBU heads insist on true replication

19. KM at Bharti Airtel Impact of each knowledge replication on a business measure is captured and documented Replication Rate :30 % –Over 1,500 knowledge submissions by employees were published –Over 450 of these submissions were applied or replicated by at least one other business unit –Per- minute based Revenue Model

20. Bharti Airtel : KM Success High expectations and seriousness of top management Constant focus on hard business results, without losing sight of the culture angle Standardized close-looped processes for knowledge sharing, replication and measurement of results

21. KM at Unilever Knowledge Management At Unilever

22. Objectives of KM at Unilever “Firstly, as a group it is helpful to have a structured way of organizing the what and the how of knowledge acquisition. Secondly, the team knows that to be able to give a better advice and support to their customers, they must excel at what they do’’. Cathy Bautista, Head of Unilever’s Knowledge Management Group

23. THE ‘unilever’ portal Global team  manages the portal CEO is responsible for country specific page Brand pages ownership lies with Senior Vice President of the respective brands A Support team is exclusively appointed for every country.

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44. Achievements in KM Unilever Indonesia received MAKE (Most Admired Knowledge Enterprise) award 2009 for achievement in implementing excellent knowledge management within the organization. “ People is our greatest asset and we believe that continuously developing intellectual capital will positively contributes to high performance organization and business growth” - Joseph Bataona, Human Resources & Corporate RelationsDirector

45. Accenture - Knowledge Exchange Portal

47. How do we start sharing knowledge ???

48. CREATE A CULTURE OF COLLABORATION

49. For a Successful KM Top Management sponsorship and commitment Knowledge Management embodies business strategy Start with a working knowledge acceptable to all

50. For a Successful KM IT is only a enabler to access, share and contribute Build it for people, around people Motivation: Incentives, competition

51. Acquisitions & Mergers By Transnationals

52. World leader in Roller bearing takes over In May 2004 for US$ 310 Millions.

53. People Vogel CEO resigns, Board of directors follows. New management with all SKF employees replaces. Only Technical Director absorbed as Head of lubrication business in SKF. All middle/Lower management and workforce becomes part of SKF Organization. SKF appoints sales manager in all countries with major business set up. SKF develops CLS team under sales managers tapping competitor key performers.

54. Product No changes in first year. Localization of non critical components. Value Engineering for critical products

55. Price New pricing policy in line with all SKF products platforms. New Warranties as per SKF global standards.

56. Place Closing prevalent channels of Vogel. Setting up Lubrication assembly house in 8 major counties outside Europe. Supply thorough Direct sales/ distributors. After sales service network.

57. Promotion Press conferences. Seminars. Presentations at key customers. Exhibitions. Advertisements in Industrial Magazines.

58. Systems Connected to SKF ERP,CRM system, in 2 years. Started following all accounting, PMS.

59. Brand

60. Acknowledgement & References Dr. Gita A Kumta, Professor, Information Technology Dept, (specialization – Knowledge Management and Enterprise Systems) NMIMS HBR on Knowledge Management www.ikmagazine.com www.knowledgebusiness.com www.makeaward.com