Friday, 26 February 2016

Knowledge Management and Collaboration at Tata Consulting Services

Analyze the knowledge management efforts at TCS using the knowledge value chain model. Which tools or activities were used for managing tacit knowledge and which ones are used for explicit knowledge?

The knowledge management efforts at TCS can be divided as below:
a)      Acknowledge Acquisition
-          Over the years, TCS had acquired a vast body of knowledge and experience in several fields through on-shore and off-shore projects for its client across the globe including GE Insurance, GE Health, Hewlett Packard, Prudential, Standard Chartered Bank and so on.
-          TCS regularly rotated people across various functions and within other Tata Group companies to gain cross-industry experience.
-          Employees were also encouraged to be part of outside bodies like IEEE and go in for certificates.

b)      Knowledge Storage
-          TCS had developed various repositories and databases for knowledge storage such as Kbases, Process Asset Libraries, KnowMax and Ultimatix.

c)       Knowledge Dissemination
-          Knowledge was disseminated using a variety of techniques such as:
·         Ultimatix : A web based electronic knowledge management portal
·         Propel session : Brought together employees with similar interests
·         Live Meeting and Knowledge Transition sessions at the project level
·         “Tip of the Day” email comprising technical, conceptual or human skills tips were share within the organization daily

d)      Knowledge Application
-          Employees could access the knowledge repository that raised on the corporate and branch servers through the intranet.
-          Students or anybody should visit the TCS website to explore the new capabilities developed by TCS and how it relates to the knowledge they have accumulated over the years about the customers, markets, systems development and technologies.
Tools or activities were used for managing tacit knowledge:
-          Kbases
-          Process Asset Libraries
-          KnowMax
-          Ultimax
Tools or activities were used for managing explicit knowledge:
-          Redesign of development centers
-          Propel sessions
-          Knowledge Transition Sessions
-          Communities of practice

Describe the growth of knowledge management systems at TCS. How have these systems helped TCS in its business?

The concept of knowledge management (KM) was introduced in TCS in 1995 and a dedicated KM team called ‘Corporate Groupware’ was formed in 1998. This group launched the KM-pilot in mid-1999. At that time, KM in TCS covered nearly every function, from quality assurance to HR management. The employees could access the knowledge repository that resided on the corporate and branch servers through the intranet, with a browser front-end or a Notes client. The knowledge repository also called Kbases, contained a wide range of information about processes line of business of technology and projects.
The next step was to create Process Asset Libraries (PALs) which contained information related to technology, processes, and case studies for project leaders which were made available to all development centers through the intranet.
The same was done through the web-based electronic knowledge management portal called Ultimax, which PAL was the precursor. The PAL library and Kbases, which were hosted on the intranet, merged with Ultimax, which had sub-portals for quality management system, software productivity improvement, training materials and tools information.
TCS developed Knowmax, a knowledge management system using Microsoft share point portal server that gave TCS consultants access to nearly 40 years of experience and best practices arranged by type of engagement, the technology in use and customer requirements. It supported more than 60 knowledge assets and was accessible via Ultimax to all TCS associates. Any associate could contribute to the K-Bank and Knowledge officers were made responsible for maintaining the quality of content.

Describe the collaboration tools used at TCS? What benefits did TCS reap from these tools?

Collaboration tools used by TCS:
-          Infinity that includes instant messaging, IP telephony and video conferencing
-          Blogs and wikis
-          IdeaStorm, TIP
-          Mysite
Benefits that TCS reap from these tools:
i)                    Collaboration overseas and local offices improved as instant messaging got rid of cultural and pronunciation differences that could occur on the phone.
ii)                   Corporate communications are able to run a 24-hour internal news broadcast to all TCS offices in the world.
iii)                 Travel and telecommunications costs were reduced by 40% and 6% respectively.
iv)                 The other tools improved collaboration, communication and knowledge sharing among the employees.

How did Web 2.0 tools help TCS to manage knowledge and collaboration among its employees?

Web 2.0 tools help TCS to manage knowledge and collaboration among its employees as below:
a)      Wikis
-          Collaborating on materials related to project.
-          Supporting brainstorming sessions
-          Developing presentations

b)      Blogs
-          Used as to gather inputs on problems that they faced on a project.

c)       Just Ask System
-          Allowed employees to post a question and get answers from colleagues, sometimes leading to a detailed discussion.
-          If someone often answered questions on a particular domain, the relevant specialist group invites that person into the domain group and gave the visibility to talent within the company.

d)      The Ideastorm
-          Used by management, helped in generation of ideas on topics posted by corporate team.

e)      TIP
-          Used as a portal for product innovation and new ideas.
-          Helped the management to garner ideas related to product or service innovation and helped in solving problems.

f)       Social Net Working Mysite
-          To help employees communicate better with each other.

How do you think KM tools have changed some key operational processes at TCS, such as bidding for new projects, project development and implementation, customer service and so on?

System development and implementation activities are more likely to be done by TCS in manner that is timely, effective and cost efficient. The same for customer service, by knowing customer requirements and also taking ideas from other industries that are stored in the KM databases, the company can provide new and innovative solutions to resolve customer queries. TCS aims to move up the value chain and to continue to bid for higher level projects, beyond those of maintenance and development. By accumulating knowledge, it has built capabilities to understand how to service clients through consulting and in other strategic areas. So KM has enabled TCS to continue to move higher-up and to bid for more strategic projects. KM repositories that capture best practices in the projects it has undertaken make the company more efficient in servicing clients. This means it can execute better. Overall, KM tools have become a key strategic resource at the company and all hires are required to learn them as a part of their orientation. These tools are also the first go-to before starting and project or approaching a client. Knowledge in these databases allows TCS consultants to quickly gather intelligent about the client or similar projects and thus align themselves better with what the client might want. This has led to higher success rate in bidding and in project execution.



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