Knowledge Management New York City SPIN 5 March

Knowledge Management New York City SPIN 5 March 2002 © Wipro Technologies 1 Wipro Confidential

Agenda § § § What is KM ? A simple game for the participants The KM Framework KM Initiative at Wipro Some tips Key Areas Covered 2

Sources of Wealth Capital: Money & Machines Economy of Scarcity Economy of Abundance Labor Knowledge Hands Heads Land & Resources Source: The Fifth Generation - Dr. Charles Savage Intellectual Capital - Asset Base in the Knowledge Era 3

Knowledge Management § What is KM ? • A business process for managing our intellectual capital • An integrated and collaborative approach to the Creation, Capture, Organization, Access and Use of Information Assets (Gartner) Competitive Advantage - Managing our Intellectual Capital 4

A Simple Game 5

A Simple Game. § Using your Right forefinger point : • • • Up Down Forward Backward Left Right 6

A Simple Game. . § For the set of directions you saw in the previous slide a corresponding set will appear to its right (which you have to remember as it will appear for 10 seconds only) § Every time I call any direction from the original set, you have to respond by pointing your forefinger in the corresponding direction (if you remember) from the second set. § You will sit down if you are wrong and the game will continue. The last one who remains standing is the Winner. § Winner will get a surprise gift § All of you will stand for this game 7

A Simple Game. . . • Forward • Right • Up • Left • Backward • Down Left Up Forward Backward Down Right 8

A Simple Game…. 9

Identify your Key Business Drivers § KM Initiative- Addressing the Key Business Drivers • Competitive Responsiveness - ability to access existing information in time • Collaborative Work Culture - working as a collaborative team, sharing best practices, successes and failures, avoid reinvention and repeating mistakes • Shorter time-to-market - Shortened product and project life-cycles • Capture Tacit Knowledge - minimize loss due to attrition and mobility KM Should address the Company’s key business drivers 10

Dimensions of the KM Framework gy Too t ls / ten Con Dimensions of the KM Framework hno lo m Co Tec m ity un Bu In sin fo es rm s at Pro io n ces Sy se st s & em s Culture All the dimensions of the Framework are equally Critical 11

Connecting People to Content § Content • Providing Access to Business Critical Knowledge • Processes for creation, distribution and use of explicit knowledge – – Marketing & Sales Support System Reusable Components Repository E-Learning System Projects KM System 12

Connecting People to Content 13

Connecting People to Content 14

Connecting People to People § Communities • Connecting people in need of Knowledge to people with Knowledge • Flow of tacit knowledge – Yellow Pages – Special Interest Groups 15

Connecting People to People 16

Collaborative Culture § Culture • Nurturing a culture of Innovation and Collaboration • Organizational Support for a change from an Individualistic to a Collaborative, Knowledge Sharing Culture. – Endorsed by appropriate Rewarding / Recognition for such behavior – Performance Management / Appraisal System to identify these behaviors as a key objective with appropriate measurement criteria. 17

A Reward Recognition Framework KM Applications x x Yellow Pages Sales Support Database (KCU) Application Specific Guidelines Enterprise-wide Guidelines & Norms for Rewards Reward Program Enterprise Level Business Unit Level Account Level 18

Tools/Technology and Business Processes § Tools / Technology • Enabling free flow of knowledge and across business processes and systems § Business Processes • Flow of knowledge from various Business processes to form a common Knowledge Base – SAP, CRM etc. Free flow of knowledge 19

KM Measurement § KM Engagement and Effectiveness Index • Engagement Parameters – Usage of KM Applications – Contributions to KM Application – KM Awareness Activities • Effectiveness Parameters – KM Six Sigma Project Initiatives – Productivity Improvement – KM Application User Satisfaction Servers Measuring KM – on Engagement and Effectiveness 20

A KM Framework Create Use Knowledge Organize Key Business Drivers Bus. Processes KM Team Access Infrastructure Explicit Knowledge - Doc Repositories - Reusable Comp. Capture KM Vision & Strategy Tacit Knowledge - Discussion Groups -Yellow Pages -Chat Rooms KM Measurements Organizational Values & Culture 21

Tips … § § § § KM is a Strategic Initiative and needs Top Management Support KM Should address Critical Business Drivers Set you KM Initiative objectives based on the Business Drivers Focus on addressing a few critical areas – take one step at a time instead of a giant leap Choose the technology that fits well with the legacy systems in your organization Establish team objectives to encourage collaboration and institute reward/recognition for collaboration The role of the KM Team is critical – support them Tips 22

Open house 23

Manimaran R Head - KM Initiative 53/1, Hosur Road, Bangalore 560 068, India Phone : +91 -80 -550 2152 Fax : +91 -80 -550 2160 Mobile: +91 -98450 27267 E-mail: manimaran. rajakannu@wipro. com 24