Knowledge Management Baiscs

8/13/2019 Knowledge Management Baiscs

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KNOWLEDGE MANAGEMENT Basics

At various stages of civilization over the past five thousand years, successions of factors haveformed bottlenecks on the efficiency of human beings, threatening to repress the growth ofcivilization. Upto the end of 1800s, limits on amount of available arable land caused problems as

populations were growing and there were more mouths to feed. Then as largescalemanufacturing came into e!istence, urban labours became the most valuableasset. "ollowing technological breakthroughs, machinery came into picture ofproduction and it began to improve the automation and industry had nolonger to depend on labors to that e!tent. #ut due to investment inmachinery, capital became allimportant. $ontrolling flow of capital wasforemost problem for the industrialists at that time and suddenly capitalbecame the bottleneck to efficiency.

%hile traditional three factors of production & Land, Labour and Capital&have become easier to handle, in '1stcentury, a fourth factor is increasingly

and fast becoming a hurdle or bottleneck for companies to grow. This is "Knowledge", which isat the heart of much of today(s global economy and managing knowledge has become vital for

companies success.

KNOWLEDGE

)nowledge can be defined as a fluid mi! of e!perience, values,conte!tual information and e!pert insight that provides a framework forevaluating and incorporating new e!periences and information.

)nowledge is information in action. )nowledge is what people in anorganization know about their customers, products, processes, mistakes, and successes.

Unlike the conventional *aterial assets, which decrease as they are used, )nowledge asset

increases with use+ deas breed new ideas, and shared knowledge stays with the giver while itenriches the receiver.

Types of Knowledge

Expliit !nowledge t is the visible knowledge available in the form ofletters, reports, memos, literatures, etc. -!plicit knowledge can beembedded in obects, rules, systems, methods etc.

Tait !nowledget is highly invisible and confined in the mind of aperson. t is hard to formalize and therefore, difficult to communicate toothers. / master craftsman after years of e!perience develops awealth of e!pertise at his fingertips(. #ut he is often unable to

articulate the scientific or technical principle behind what he knows. Transformation ofknowledge from tacit to e!plicit form increases its usability and visibility. $apturing thee!perts Tacit )nowledge that resides within him in the form of )nowhow and insights is avery difficult and challenging task.


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%hile tacit and e!plicit type of knowledge is only a way to dissect the field, in reality the situationis more complicated. The above two categories are so heavily interlinked that such a bipolar mapis not easy to draw in practice. "or e!ample, to understand completely a written document i.e.e!plicit knowledge, it often reuires a significant amount of e!perience i.e. tacit knowledge. /sophisticated recipe is meaningless to someone who has never stood in kitchen or a diagram ofmachines is indecipherable without an engineering background.

T#e Essene of Knowledge $anage%ent

)nowledge *anagement is a process that, continuously andsystematically, transfers knowledge from individuals and teams,who generate them, to the brain of the organisation for the benefitof the entire organisation. t is the systematic, e!plicit, anddeliberate building, renewal, and application of knowledge toma!imize an enterprise2s knowledgerelated effectiveness andreturns from its knowledge assets.

The central theme of Knowledge Management is to leverage and reuse kn

resources that already exist in the organization so that people will seek oupractices rather than reinvent the wheel.

"ew other ways to define )* are,

$apturing, storing, retrieving and distributing tangible )nowledge /ssets such ascopyrights patents and licenses.

3athering, organizing and disseminating intangible knowledge, such as professionalknow how and e!pertise, individual insight and e!perience, creative solutions and thelike, brands, technology.

$reating an interactive learning environment where people readily transfer and sharewhat they know, internalize it and apply it to create new knowledge.

Journey oh Knowledge management

Introduction Phases Stakeholders Opportunity of KM

Instruments of KM KM Portal Awards & Accolades

Tata 4teel decided to embark on formal )*initiative in the year 1555. The beginning wasmade in 6uly(55 to place a )nowledge*anagement 7)* programme for the company to
http://www.tatasteel.com/technologyupdate/km/journey.htm#Tata%20Steelhttp://www.tatasteel.com/technologyupdate/km/journey.htm#Tata%20Steelhttp://www.tatasteel.com/technologyupdate/km/journey.htm#phaseshttp://www.tatasteel.com/technologyupdate/km/journey.htm#phaseshttp://www.tatasteel.com/technologyupdate/km/journey.htm#stakeholdershttp://www.tatasteel.com/technologyupdate/km/journey.htm#Opportunityhttp://www.tatasteel.com/technologyupdate/km/journey.htm#Instrumentshttp://www.tatasteel.com/technologyupdate/km/journey.htm#Instrumentshttp://www.tatasteel.com/technologyupdate/km/journey.htm#Portalhttp://www.tatasteel.com/technologyupdate/km/journey.htm#Portalhttp://www.tatasteel.com/technologyupdate/km/journey.htm#Awardshttp://www.tatasteel.com/technologyupdate/km/journey.htm#Tata%20Steelhttp://www.tatasteel.com/technologyupdate/km/journey.htm#phaseshttp://www.tatasteel.com/technologyupdate/km/journey.htm#stakeholdershttp://www.tatasteel.com/technologyupdate/km/journey.htm#Opportunityhttp://www.tatasteel.com/technologyupdate/km/journey.htm#Instrumentshttp://www.tatasteel.com/technologyupdate/km/journey.htm#Portalhttp://www.tatasteel.com/technologyupdate/km/journey.htm#Awards


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systematically 9 formally share and transfer learning concepts, best practices and otherimplicit knowledge.The emphasis on knowledge management was clearly demonstrated in 1555 while coiningthe vision statement of the company & which read :Tata 4teel enters the new millenniumwith the confidence of learning and knowledge based organization;..< Then followed the

new vision statement, cocreated by the employees in '001 7"ig. 1 which again identified*anage )nowledge( as one of the main pillars in strategy to become -=/> by '00?. Thisclearly indicated the thrust 4enior *anagement wanted on an initiative like )*.The essence of )nowledge management is to capture the available abundant knowledgeassets either in form of tacit 7e!perience, learning from failure, thumb rules, etc. or e!plicit7literature, reports, failure analysis etc., to organize and transform the captured knowledge,and to facilitate its usage at right place and at the right time.

ases of Knowledge $anage%ent

4tarting from a small sapling in 1555, the )* system of Tata 4teel underwent a lot ofimprovements, and changes. n the process, it passed through many learning phases to

reach its current state. The various phases of )* spiral at Tata 4teel are shown in "ig '. nits latest phase, the )nowledge *anagement has been identified as one of the mainenablers to make Tata 4teel self reliant in technology which will enable the companybecome a global player in near future.

'ta!e#olders in K$


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Tata 4teel aims at capturing knowledge from various working groups and outside agencieswho play a maor role in daytoday functioning. The maor stakeholders covered under )*being@

4enior *anagement

Afficers

-mployees 74upervisors 9 %orkmen

$ustomers

4upplier

-!perts 7n 9 outside company

Opportunity of !nowledge transfer

Tata 4teel(s knowledge management initiative is driven by its corporate )* group whichattempts to cover all possible opportunities of knowledge generation in and outside thesteel works. The primary sources being@

Baytoday operation

Cearning from failure

Dublished Dapers by employees 7Eational and nternational publications

Task "orceF$onsultantFTechnical 3roups

-ngineering Droect

)nowledge 4haring across the value chain

Tata 4teel defines its value chain as a connected series of internal and e!ternalorganizations, resources, and knowledge streams involved in creation and deliveryof value to end customers. t includes the organization(s suppliers and customers.n fact, one of the organization(s strategic goals is to develop valuecreatingpartnerships with customers and suppliers. Tata 4teel developed two programs inparticular to help manage knowledge across its value chain@ the customer valuemanagement 7$=* program and its supplier value management 74=* program.


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mprovement /ctivities

)nowledge generated through 4uggestions, 4mall 3roup /ctivity,etc.

s

(nstru%ents of Knowledge Transfer

Tata 4teel follows three strategies for managing organizational knowledge 7"ig '.)nowledge can be contributed either by an individual 7codification or a team or a group ofpeople 7Dersonalization. The first two strategies enable capture and systematic storage ofknowledge, whereas the third strategy 7)nowledge Biffusion derives the benefit ofreplicating best practices identified in the repository and thereby eliminating the reinvention of wheel(.

The above strategies ensure knowledge sharing across the entire value chain fromcustomer to the supplier. 4ome of the instruments through which the above strategies aredeployed are@

Knowledge Contribution by an individual (!"/ll contributions are first sent to aset of subect matter e!perts to check their relevance, correctness of informationand utility to the company before being available in portal for public usage.

#sk #uthor (!"/ user can put forth hisFher ueries to the author regarding anyparticular )nowledge Diece through this route.


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#sk $xpert ( % !"/ panel of e!perts is identified areawise to answer ueries ofusers from all corner of Tata 4teel. This feature directs the uery to the relevante!pert and thus helps the uestioner in seeking his answer. The ueries alsoremain open for other users to attempt a reply.

Knowledge &sage (!"/ny employee can bring about intangibleFtangible savingsin related work areas by using an e!isting knowledge asset.

Communities of 'ractice(!"To encourage knowledgesharing behavior in aninformal manner, across theboundaries of departmentsand divisions, various$ommunities of Dractice or)nowledge $ommunities areformed. -ach knowledge

community further consists ofcertain subcommunitieswhich attempts to focus onsmaller functional areas.

The knowledge communitiescontinuously look for newbench marks, identify gaps,

set targets and strive to achieve them through e!periments and best practicedeployment. n the process, the new knowledge gathered is collected in the form ofvarious )Droducts, such as, #est Dractice dentification, Trial of new products,-!periments and #est Dractice deployment.

Content Management (!"The knowledge repository of Tata 4teel is not only hugein size, but also is rich in content thanks to the contribution of more than 1G,000employees. However, constant effort is put in to keep the knowledge base currentand contemporary. n order to do this, old knowledge pieces are archived andknowledge on similar subects are distilled. n the process of knowledge distillation,members are encouraged to compile knowledge pieces available in related areasand hence prepare a consolidated one which will contain all relevant information atone place.

ther activities of Knowledge Communities ( % ! " The diverse communitystructure reuires knowledge sharing among the members to ensure properknowledge diffusion. Hence communities organize inter and intra communitymeetings at regular intervals chaired by senior officials to discuss and shareknowledge on aspects that affects both the parties. These communities alsoorganize seminars by inviting wellknown e!perts in various fields.

nvolving shop)floor employees in KM"/ large number of employees in Tata4teel are deployed at the shopfloor. n a century old company, these employeesreally possess a wealth of knowledge. n order to capture the tacit knowledge from


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shop floor and to facilitate horizontal deployment of the same at all other locations,a new initiative named as )nowledge *anthan 7means churning has been startedin '00I. Jealizing the rich dividend from its )nowledge *anthan initiative the)nowledge management group has e!tended the idea of involving grassrootemployees by launching yet another initiative named */44( in the year '00G.

*any of the ideas captured through *anthan are now being deployed through*/44(.

K$ &ortal ) Tata 'teel

An the corporate intranet a )* Dortal hasbeen developed to communicate all )* related matters across the company. t provides anonline knowledge repository to the users who can submit, search and use knowledgepieces available on it. The portal also provides a virtual forum where employees can inviteand involve other fellow employees or lead e!perts 7specific to interested areas to discuss

and solve the problems faced by them. Jelevant ndian and international standards, ualitysystem manuals, standard practices and procedures also feature for ready reference ofusers.

*wards + *olades

Tata 4teel has won many laurels for its endeavour and initiatives towards creating a cultureof managing knowledge. t was the winner of */)- /sia award for the year '00K and '00I7finalist in the year '00'. n '00G, Tata 4teel won the first */)- ndia award. t has alsoearned a distinction among ndian companies to be selected twice as a best practicepartner by /merican Droductivity 9 Luality $enter 7/DL$ for its )* process.

KM MILESTONES

Tata 'teel ran!ed as no- in .//0 (ndian $*KE 'ur1ey

Tata 4teel has been recognized as the overall 71st place '00M ndian *ost /dmired )nowledge-nterprises 7*/)- %inner compared to its Mth position far the last year 7'00G. Ather '00Mndian */)- %inners are 7in alphabetical order@

#harti /irtel 7Telecommunications -ureka "orbes 7$onsumer products nfosys Technologies 7T solutions *indTree $onsulting 7T consulting 9 solutions Tata $onsultancy 4ervices 7T solutions %ipro Technologies 7T solutions

'00M ndian *ost /dmired )nowledge -nterprises 7*/)- /wards ceremony was held on4eptember '8, '00M, in #angalore, ndia, as part of Nnfovision '00M The )nowledge 4ummit,Norganized by $onfederation of ndian ndustry 7$ and nternational 4chool of nformation*anagement 7i4*. Jory $hase, *anaging Birector of Teleos, announced the result of '00M


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ndian */)- 4urvey. *r.J.J.4hah, *ember 4ecretary, Dlanning $ommission, 3ovt.of ndiapresented the */)- awards to all the winners. *r./mit )hanna, Head)nowledge *anagementreceived the award on behalf of Tata 4teel.

Tata 4teel2s '00M ndian */)- rankings in the 8 knowledge performance dimensions which arethe basis of the */)- framework are@

creating an enterprise knowledgedriven culture 71st place developing knowledge workers through senior management leadership 7'nd place delivering knowledgebased productsFsolutions 7Krd place ma!imizing enterprise intellectual capital 7Krd place creating an environment for collaborative knowledge sharing 71st place creating a learning organization 71st place delivering value based on customer knowledge 71st place transforming organizational knowledge into shareholder value 7'nd place

/ccording to Jory $hase, managing director of Teleos, Nndia is emerging as a dynamic center ofinnovative knowledge management. The annual ndian */)- study serves as a benchmark torecognize those ndian companies which are leaders in effectively transforming enterprise

knowledge into wealthcreating ideas, products and solutions. These companies are buildingportfolios of intellectual capital and intangible assets which will enable them to outperform theircompetitors both in ndia and abroad in years to come.N

#usiness leaders, analysts and investors constantly ask@ N%hat are the economic and competitiveadvantages of pursuing a business strategy based on knowledge leadershipON #ased on thefindings of the '00M ndian */)- study, the benefits are tangible and significant. Ane of theclearest metrics to demonstrate this fact is Total 4hareholder Jeturn 7T4J. Cast year, the T4Jfor the '00M ndian */)- %inners was '5P, more than five times that of the U4 "ortune G00company median of G.IP.

2une -3, .//0

Tata Group reogni4ed as one of t#e .//0 Global $ost *d%ired Knowledge Enterprises5$*KE6

The %inners of the 5th annual 3lobal *ost /dmired )nowledge -nterprises 7*/)- study havebeen announced by Teleos and T/T/ 3roup 7primarily due to Tata 4teel 9 T$4 has beennamed as one of the winners of this coveted award. Toyota is the overall 3lobal */)- %innerN.

This is the first time that the Tata 3roup has been named a 3lobal */)- %inner. /s per the

summary report available Tata 3roup was rated high in two of the following knowledgedimensions

Beveloping knowledge workers through senior management leadership 78th place

$reating an environment for collaborative knowledge sharing 71Kth place

/ccording to *r. Jory $hase, *B, Teleos, Tata 4teel and Tata $onsultancy 4ervicesreceived a similar number of nominations from the '00M 3lobal */)- e!pert panel. *ost


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of Tata 4teel2s nominations 7appro!. 50P were from '00M 3lobal */)- e!pert panelmembers located in /sia.

Tata 4teel received particularly high scores in the following knowledge performancedimensions@

$reating a learning organization Belivering value based on customer knowledge

/reas where Tata 4teel can improve are@

*a!imizing enterprise intellectual capital

Transforming enterprise knowledge into shareholder value

/ccording to the '00M 3lobal */)- Jeport, -uropean knowledgedriven organizations are failingto keep pace with their /sian and Eorth /merican counterparts, and more organizations arerelying on innovation for the competitive advantage.

The winners of the '00M 3lobal */)- study, conducted by Teleos in association with The)EA% Eetwork, are 7in alphabetical order@

Q /ccentureQ /pple $omputerQ #HD #illitonQ #uckman CaboratoriesQ BellQ -rnst 9 RoungQ "luorQ 3oogleQ HewlettDackardQ Honda *otorQ *c)inseyQ *icrosoftQ Eovo EordiskQ Dricewaterhouse$oopersQ 4amsung 3roupQ 4ony

Q Tata 3roupQ K*Q Toyota *otor $orporationQ Unilever

Jory $hase, managing director of Teleos, said@ NThese organizations have been recognized asglobal leaders in effectively transforming enterprise knowledge into wealthcreating ideas,products and solutions. They are building portfolios of intellectual capital and intangible assetswhich will enable them to outperform their competitors now and in the future.N


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/ panel of 3lobal "ortune G00 senior e!ecutives and internationallyrecognized knowledgemanagementFintellectual capital e!perts chose the '00M 3lobal */)- %inners. The panel ratedorganizations against the */)- framework of eight key knowledge performance dimensionswhich are the visible drivers of competitive advantage and intellectual capital growth.

The '00M 3lobal */)- %inners have been recognized as leaders in@

Q creating a corporate knowledgedriven cultureQ developing knowledge workers through senior management leadershipQ delivering knowledgebased productsFsolutionsQ ma!imizing enterprise intellectual capitalQ creating an environment for collaborative knowledge sharingQ creating a learning organizationQ delivering value based on customer knowledgeQ transforming enterprise knowledge into shareholder value

2anuary .7, .//0

Tata 'teel is seleted as a 8est &ratie &artner by *&9C : 'eond Ti%e for K$

THE/merican Droductivity and Luality $enter 7/DL$ selected Tata 4teel as one of the#est Dractice Dartners in the area of NCeveraging )nowledge /cross the =alue $hainN. The otherorganizations selected as bestpractice partners are #uckman Cabs, Jaytheon, $aterpillar, andthe U4 /ir "orce *aterial $ommand. /ll the #est Dractice Arganizations has been recognized on

6anuary 'I'G, '00M at Houston at the )nowledge Transfer 4ession.

The message received from /DL$ is as follows@

N$ongratulations on being selected as a bestpractice partner in /DL$2s Ceveraging )nowledgeacross the =alue $hain consortium benchmarking studyS The study sponsors are impressed withthe work Tata 4teel is doing and are eager to learn from your organization as we continuethrough this study. The other organizations selected bestpractice partners are #uckman Cabs,Jaytheon, $aterpillar, and the U4 /ir "orce *aterial $ommand.N

/DL$ is involved in conducting consortium benchmarking study on various business processes.They have a structured methodology for identifying and selecting N#est Dractice DartnerN for aparticular consortium benchmarking study. n the process they have identified Tata 4teel as oneof the potential best practice partners and after one and a half hour of teleconferencing /DL$prepared a case study for Tata 4teel which was then discussed with the sponsors of thebenchmarking study. /fter going through the case study of each potential partner, sponsorsselect the best practice partner.

/ll selected #est Dractice Dartners share their practices with sponsors and with each otherthrough a virtual site visit and the cycle finishes with one and a half day )nowledge Transfer4ession 7)T4 in which #est Dractice Dartners present their case study to all the participatingorganizations and /DL$ recognizes them at the end of )T4.


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Dee%ber 0;


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dentifying good practices

4yndication with department and documentation

/fter completion of three waves the initiative so far has clearly demonstrated the followingbenefits@

There is huge scope for horizontal deployment of available knowledge within the

company.

4ome of the e!cellent ideas remain confined to their shell due to inadeuate thrust on

proper knowledge transfer.

4tructured guidance for a desired goal and interaction with different departments 9

e!perts during the wave has helped a lot in changing the way our */44 leaders thinkand has actually turned them into a real $hange /gent( at 4hopfloor.

*ugust, .//3

Tata 'teel : winner of t#e first (ndian $*KE *ward, .//3

"or the first time in '00G, The Teleos( */)- research program instituted ndian *ost /dmired)nowledge -nterprises 7*/)- award in order to recognize organizations 7founded andheaduartered in ndia for their ability to create shareholder wealth 7or in the case of public andnonprofit organizations to increase societal capital by transforming new as well as e!istingenterprise knowledge into superior productsFservicesFsolutions.

Tata 4teel featured amongst the seven winners declared for this very first year of the award. The'00G ndian */)- panel recognized Tata 4teel for creating an environment for collaborativeknowledge sharing 71st place, and organizational learning 71st place.

The companies other than Tata 4teel, who were declared winner 7in alphabetical order are@-ureka "orbes, ifle! solutions, nfosys Technologies, 4atyam $omputer 4ervices, Tata$onsultancy 4ervices and %ipro Technologies.

Br. T. *ukheree, Beputy *anaging Birector & 4teel, on this achievement had the followingmessage to offer@

Tata Steel has embarked aggressively on the journey of becoming Global Leader with customerdriven excellence, integrity and ethical behavior in all our transactions. The rate of success inachieving and exceeding the global standards will be directly roortional to how fast we ac!uirenew knowledge and deloy the knowledge ac!uired over last "## years in the minerals andmetals business, to all the existing and u$coming units of Tata Steel. %n this endeavor

knowledge management initiatives and the modest success that we have had over last few yearsinstills us with confidence of achieving our asirations.&

2uly ., .//3

Laun# of Knowledge Debate= a %ode of !nowledge transfer


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The concept of )nowledge Bebate was launched in Tata 4teel in 6une '00G.The first debate was organized on :=ery soon there will be demand for /nti#acterial $oated 4teel Droducts in the 3lobal 4teel *arket.< "or the first time

ever, family members of the employees, including children, were encouraged totake part in this debate.

The )nowledge *anagement 3roup of Tata 4teel organized the final leg of the abovementioneddebate on 6uly ', '00G. -ight teams out of fifteen participating teams were selected for the finalround.

The $hief 3uest, Br T *ukheree, Beputy *anaging Birector, 4teel, appreciated the spirit of thedebate.

.nd $ar#, .//7

T*T* 'TEEL Laun#es >Knowledge Manthan?

The )* programme, which so far was primarily focused on officers and a few supervisors whowere computer savvy, was brought within the reach of other employees working at the shop floor

through a new initiative named#spire Knowledge Manthan.7$hurning of )nowledge. This newinitiative was launched by By. *anaging Birector 74teel, Br T *ukheree on 'nd *arch, '00I.This is an initiative to capture and share the tacit knowledge directly from the grassroot level.)nowledge *anthan is conducted every month on certain selected topics 7e.g. *otor, Cevelingand alignment, Cubrication, %ater Treatment, etc. in which supervisors from all corners of theplant including the sister concerns of Tata 4teel participate. They discuss and share theirknowledge on a common topic through various methods like 4torytelling( method or through casestudies to generate initial interest in the group. n order to facilitate the discussion, all these*anthan sessions are chaired by one 2Champion2 and an $xpert(.

T*T* 'TEEL Wins $*KE *'(* .//7 *W*@D

Tata 4teel wins the prestigious /sian *ost /dmired )nowledge -nterprise 7*/)-, '00I /ward

for the second consecutive year. This award was handed over to Tata 4teel on 1KthActober,'00I at 4eoul.

The official publication from the /sian */)- /ward organizers states@

:The '00I /sian *ost /dmired )nowledge -nterprises 7*/)- %inners were recognized before1,000 business e!ecutives during a special /wards $eremony at the Gth %orld )nowledge


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"orum in 4eoul, )orea. The winners for '00I /sian */)- /ward, other than Tata 4teel are7alphabetically@$anon 76apan, Honda *otor 76apan, nfosys Technologies 7ndia, )ao 76apan,Eissan *otor 76apan, 4amsung -lectronics 74. )orea, 4amsung 4B4 74. )orea, 4ingapore

/irlines 74ingapore, 4ony 76apan, Taiwan 4emiconductor *anufacturing $ompany 7Taiwan,Tata $onsultancy 4ervices 7ndia, Toyota *otor 76apan, %ipro Technologies 7ndia

/ panel of /sian "ortune 3lobal G00 senior e!ecutives and leading knowledge managemente!perts selects the /sian */)- %inners. n the /sian */)- study there are three rounds ofconsensus building. n the first round, members of the e!pert panel nominate enterprises foundedand headuartered in /sia. n the second round, each member of the e!pert panel selects ama!imum of three organizations from the list of nominations. Those organizations selected by atleast 10P of the e!pert panel are recognized as /sian */)- "inalists. n the third and finalround, the /sian */)- "inalists are ranked against each of the eight knowledge performancedimensions which form the */)- framework and are the visible drivers of wealth creation@

$reating an enterprise knowledgedriven culture.

Beveloping knowledge workers through senior management leadership.

Beveloping and delivering knowledgebased productsFservicesFsolutions.

*a!imizing enterprise intellectual capital.

$reating an environment for collaborative knowledge sharing.

$reating a learning organization.

Belivering value based on customer knowledge.

Transforming enterprise knowledge into shareholder value.

$ar#, .//7

Tata 'teel is t#e 8est &ratie &artner in Knowledge $anage%ent

$urrently when knowledge management is being increasingly recognized as a distinguishingfeature among companies in all sectors, Tata 4teel has again proved that its )* Dractices areone of the best in the world.The /merican Droductivity uality $ouncil 7/DL$ selected Tata 4teel 7the only ndian $ompanyas the N#est Dractice Dartner in )nowledge *anagementN for its 1Ith $onsortium study. Aut ofseveral participants from all over the world only four companies from ndia, U4/ and *e!ico wereselected to be a part of this study.

*ost interestingly Tata 4teel is the only steel company from world to get selected in thiscompetition. To ualify for this prestigious study, the )nowledge *anagement group of Tata 4teelunderwent three rounds of screening survey including answering the uestionnaires andteleconferencing. /fter the selection, a two and half hours presentation on internet andteleconferencing together was done by Tata 4teel, where /DL$ had invited forty participantsfrom twentyfour organizations spread over five countries from U4/ and -urope to listen to thepresentation.

%hile commenting on the presentation /DL$ e!pressed that they are thrilled to have Tata 4teel


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in their study. They further said that participants listening to the presentation shared opined thatthey enoyed the presentation and are impressed with the work of Tata 4teel on )* practices.

*ugust, .//A

Tata 'teel wins t#e $*KE *'(* .//A *ward

Tata 4teel was the winner of '00K /sian *ost /dmired )nowledge -nterprises 7*/)-. Tata4teel is recognized in the 'nd annual /sian */)- study for@

'eveloing knowledge workers through senior management leadershi

(reating an environment for collaborative knowledge sharing

/ccording to Jory $hase, managing director of Teleos, NThese organizations have beenrecognized as global leaders in effectively transforming enterprise knowledge into wealthcreatingideas, products and solutions. They are building portfolios of intellectual capital and intangibleassets which will enable them to outperform their $ompetitors in the future.N

*anaging Birector, *r. # *uthuraman2s comments on winning the award@

/fter a decade of transformation by way of modernisation at Tata 4teel, we embarked on ourourney of making ourselves a knowledge based and learning organisation. Aur )nowledge*anagement program has so far focused on people and process with appropriate blend ofnformation Technology. Aur future growth and prosperity will increasingly depend upon ouragility to network and learn from our customers, suppliers and other stakeholders. am proud thatTata 4teel is recognised for its )nowledge creating and 4haring character and congratulate allthe employees of Tata 4teel. This award, however, is only a milestone and must not be mistakenfor our destination. %e need to make knowledge the primary source of our distinction in anindustry where technology is increasingly becoming a commodity.

Knowledge Management Baiscs

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