Operationalizing Knowledge Management for Productivity

Bheemesh Kumar Head Knowledge Management at Tech Mahindra

“Times of great calamity and confusion have been productive for the greatest minds. The purest ore is produced from the hottest furnace. The brightest thunder-bolt is elicited from the darkest storm.”

Charles Caleb Colton

Contents Introduction

◦ What is Knowledge Management?

◦ Hierarchy of Individual and Organizational needs

◦ Why Knowledge Management?

◦ Challenges and need for KM

KM Strategy

Operationalizing KM

◦ Enabling KM through Digital Enterprise Solutions

Governing

◦ Governing Methods and Outcomes

Sustaining

Gauging Productivity Improvements

Benefits

What is Knowledge Management (KM)?

Knowledge management is the process of creating value from an organization's intangible assets. It deals with how best to leverage knowledge internally in the organization and externally to the

customers and stakeholders. - J. Liebowitz

Editor-in-Chief, Expert Systems with ApplicationsRanked one of the top 10 knowledge management researchers/practitioners out of 11,000 worldwide, and was ranked #2 in KM Strategy worldwide according to the Journal of Knowledge Management.

Aren't Information management(IM) & KM the same?Information is patterned data and knowledge is the capability to act.

- Hubert Saint-Onge

Founder and Principal of SaintOnge Alliance. In addition to holding key senior management positions in leading companies over the past 25 years, he has developed and refined a model called the Knowledge Assets Framework

…Continued

Is knowledge management(KM) an outgrowth of information management (IM) and document management?

While partly knowledge management is an outgrowth of information management and document management it also covers other areas including artificial intelligence, knowledge-based systems, information technology, human resource management, groupware, organizational behavior and most importantly building a supportive culture for knowledge management is 90% of the effort.

- Bob Buckman, CEO of Buckman Labs

Hierarchy of Individual’s & organizational Needs

KM Strategy

Know-what

Know- How

Know- Why

Physiological and safety needs are met

Participate when there is a Sense of Belonging, self esteem, and self actualization

New Stronger Priorities & Commitments

Enhanced Capability with Effective KM

Today’s Capacity with

KM as Good to have

Effective KM is about leveraging the collective ability of knowledge workers for overall business gain.

• Aligned with Business Strategy

• Integral part of the Organizational Culture

• Dynamic & Adaptive framework

• Imbibe strong Knowledge sharing culture as KRA at every level with proper R&R.

Effective Knowledge

Improved Productivity

Why Knowledge Management ?

Sudden attrition leading to immense knowledge loss

Resource bandwidth depletion due to this

Low motivation levels of existing resources lacking

specific know-how

Inability to leverage existing resources to fill

expertise gap

Low quality of service delivery due to this

Customer disengagement due to poor service

delivery and lack of confidence

Inability to trace information on requirement basis

Reinvention as the immediate solution in such

scenarios

Unaccounted knowledge silos

Challenges & Need for KM

Centralized KMS as Solution

KM Strategy

Establish KM Systems, KM Services and Support Operations

Establish KM Framework, methodology and Processes

Rationalize and Optimize data/content and migrate to Platform &

Technology agnostic frameworks.

Use Architecture which is easily configurable, manageable and supports

the business processes

Ensure the following expectations are met through implementation of the KMS

Move from Information portal to Knowledge Management Portal

Controlled process for storing Tacit and Explicit Knowledge with enhanced

KM governance and control.

User friendly technology platform

Scalable and Extendable KM architecture across business

departments/functions

Sustenance plan in place.

Operationalizing KM

EN

VIS

AG

E

Organization Needs Business Objective

Knowledge Management

MaturityStakeholder

Priorities

SU

PP

OR

T

Sustain Monitor

Training/Awareness

Sessions Control

ST

RA

TE

GIZ

E

KM Roadmap

KA Reuse, KA Quality &

Collaboration

Governance Metrics

GovernanceModelD

EF

INE

& D

EV

EL

OP

Reports & Dashboards

Define KM Components

KM Methodologies

KM Processes & Workflows

Leveraging mobile & cloud for KM connectivity.

Allowing anytime anywhere connect

Allowing accessibility and reusability of information on the go

Enabling KM through Digital Enterprise Solution

KM Governance for sustaining the KM Program

Governance Methods Outcome

KM Metrics Clearly defined measurable metrics for gauging Performance of departments; effort saving due to reuse

Monthly Dashboards Indicates IBU level performance on set KM metrics

(computed quarterly) Indicates IBU level performance on KM Index

Knowledge Assets review Ensures quality and usability of content uploaded on KEE

KM policies Provide guidelines from KM compliance perspective

KM Process documentationReference material for associates/employees - Guidelines on KM processes and procedures; methodologies and frameworks

Uptime of KM Portals Ensures availability, usability of KM portal

Roles & responsibilities for unit and corporate KM SPOCs

• Empowers unit KM SPOC to take KM initiatives at unit level• Enables Unit KM SPOC to act as an extended arm of Corporate KM Team

Gauging Productivity Improvements Specific efforts are being made to gauge productivity

improvements through KM ◦ Quarterly surveys to gather effort saved due to knowledge reuse ◦ Inclusion of effort saved due to reuse as a component during project ID

creation ◦ Strategizing an ROI model for critical knowledge assets in the Delivery

and Sales Functions

BenefitsIncrease in Knowledge Asset

Reusability =

Collaboration EnablersMahindra Rise

Improved Service Delivery Quality

Improved Cycle Time

Higher learning curve

Incentivization

Improved Productivity

Improved Decision Making

Mahindra Core Values

CORE PURPOSE

AC

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PT

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CORE VALUES

Q & A