Knowledge Sharing Through Cross Country Presence

7/30/2019 Knowledge Sharing Through Cross Country Presence

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Knowledge Sharingthrough Cross CountryPresence

Group HAjay Jadhav Batch22-106Kiran K Pillai Batch17-06Deepak Aryaselhi Batch24-018Santosh Kumar Batch24-013Rakesh Pal Batch24-028


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AgendaHow is knowledge managed in a global company

How is knowledge shared in a global company

Problems and challenges faced by a global company.

Conclusion

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2

5

3

4

The Flow.


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Top global companies

Wal-Mart Stores. (Market Value: $208 Billion) General Electric (Market Value: $213 Billion) Royal Dutch Shell (Market Value: $227 Billion) ICBC (Industrial and Commercial Bank of China Ltd) (Market Value: $227 Billion) IBM (Market Value: $238 Billion) Microsoft (Market Value: $273 Billion) Apple (Market Value: $546 Billion)

Global companies plan activities on a global basis. By operating in morethan one country benefits from savings or economies on activities suchas R&D, marketing, operations and finance are achieved which may notbe available to domestic companies

What is the definition of Global Company?


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How is knowledge managed in a globalcompany

Physical layout Appropriate KM functions and units

Cross-functional and cross-location teams

Centers of excellence Institutionalized, recognized areas of expertise

Socialization measures Job rotation, cross-office training programs, etc.


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AN ORGANIZATIONS STRUCTURES, SYSTEMS, AND PRACTICESTHAT FACILITATE..

WITH THE GOAL OF ENHANCING THE ORGANIZATIONSCOMPETITIVENESS

Global

strategy

KMmbeddingknowledgeDisseminatingknowledge

CreatingknowledgeOrganizingknowledge

How is knowledge shared in a global company


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1) Stocks of knowledge:Database and database

management systems to

collect and hold

information.

2) Flows of knowledge:

Communication channels

to connect individualsindependent of location

The FlowInformation technology


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Standardization

Create common structure andterminology

Define professional, business,

and human competencies

related to global strategy andKM goals

When you hire someone..you hire his or her network.

The flow..


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encourage socialization

Trust, commitment,

and an openenvironment are

essential for

knowledge exchangein networks


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Socialization examples Cross-office and cross-function trainingprograms

Cross-office projects

Job rotation

Slack shops allow time and provide resources to experimenton new ideas with others who have sameinterests

Informal events


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Nurturing a visionary organizationA well-conceived vision consists of two major

components:

(2) What we aspire tobecome, achieve, &create(changing)

(1) What we stand for & whywe exist

(constant)


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The first is the absence of a framework of global rules

1. The second challenge concerns the way in whichcompanies are organized and managed

2. The third challenge is about cultural diversity

3. And the fourth issue which isnt completely newbut which is certainly intensified byglobalization, is the question of corporateresponsibility for the externalities associated with

business activity

Problems and challenges faced by a globalcompany.

1

2

3

4


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The first is the absence of a framework of global rules. Business used to legal and regulatory clarity

No global framework to match the global nature of business

Trade issues are partially subject to agreement (although of course notall countries are yet part of the WTO process)

But environmental issues, investment protection, and questions ofintellectual property are not fully agreed

Companies are operating at a level of integration unmatched by law

meaning that a company based in one country must obey the rules ofthat jurisdiction but it must also and simultaneously obey the law ineach and every place in which it is


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The second challenge concerns the way in whichcompanies are organized and managed

The sort of global scale and reach which is necessary to be competitiveon an international scale requires a widely distributed set of operations

Companies to apply real delegation of authority, to establish exactlywho is responsible for what and to ensure that everyone, at every levelunderstands the framework of standards within which they areexpected to do their job.

In place of command and control we have to rely on a newcombination of corporate culture, values, and standards all of whichestablish an aligned intent within which people can make the day to

day decisions and judgments which are required.

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Cultural differences

Work-to-live

culture

Risk

avoidance

Knowledge

acquisition

Knowledge

sharing

+

+


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The third challenge is about cultural diversity Business is historically monocultural

The colonial approach to business is now a relic of history.

It is impossible to do business in China, or India, or Russia or indeedanywhere without employing local staff in senior roles it shouldnt belimited to ones country of origin.

Meritocracy is very important in sustaining motivation whatever theirbackground or nationality which means operating across culturalboundaries

Require people bridge the divides of different cultures

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And the fourth issue is the question of corporateresponsibility for the externalities associated with businessactivity

Global companies should be aware & clear of the limits of their ownlegitimacy when approaching the boundary line to understand their roleand impact in society

The resource sector faces particular issues of disrupting localeconomies International corporate activity can affect local labour markets andcurrency values which can also alters beyond recognition regionaleconomies.

Companies should work hard to apply its skills and technology to makethe impact positive.

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As international companies move into more countries it should help to

develop the capacity of those countries through education, trainingand the encouragement of institutions which can form a civil society

Global companies work and have a direct long term interest incontributing creatively to the development of strong societies insupport of national authorities but without challenging or pre-emptingtheir legitimacy

The new global context means that companies have a direct long terminterest in the development of the places in which they work, to adegree which is greater than our role in developed, industrializedcountries where established social systems are in place.

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Cross Country Knowledge presence helps organization to keepthemselves updated with the latest Knowledge updates

Helps organizations in improving policies and change organizationalcultural behavior

Brings all knowledge to the analysts fingertips. Social networking

technologies connect the business analyst to the right person withthe right expertise at the right time. Faster turnaround, increasedproductivity and higher work quality.

Improves developer productivity and efficiency. Developers can

access information on code and other data that has already beenproven to work. Easier task tracking within the

developer environment.

Conclusion


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THANK YOU

Knowledge Sharing Through Cross Country Presence

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