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Knowledge Management at Infosys

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Infosys the software giant’s from India was started in 1981 by a set of seven information technology professionals with only $US 250 but over the period of thirty years they have developed into an organisation generating software export revenue of more than US$ 7 billion. Infosys has offices in more than 30 many countries in the world and has an employee strength of approximately 1, 60,000. Infosys provides consultancy and software development services for both for the home market (i.e. India) and the overseas market most of its revenues are generated from the overseas market and software development is targeted towards various sectors throughout the world.

Objective
Infosys was established in the 1981 but their growth till the early nineties was not very substantial, as they started growing rapidly in the nineties they realised very quickly the importance of knowledge management and from then on they have constantly grown their knowledge base till the extent of receiving the Global MAKE (Most Admired Knowledge Enterprise) in 2008. Knowledge management was an integral part of the growth of Infosys as they believe that it is very important for their employees to know their work in detail to provide the best service to their clients. They started with E&RD in 1991 which encouraged their staff to give detailed information about their software knowledge, new ideas developed by employees and their experience of work in different countries and all this was embedded in( BOK) and every employee had an access to this information through a printed format. As Infosys grew very aggressively in the nineties the number of employees grew so did the culture of internet so they found the need to develop a companywide intranet this gave birth to “Sparsh” through the intranet the staff could easily view the knowledge embedded in the BOK. As time passed Infosys further gave importance to virtual teams, e-learning, online classes and training programmes as these were efficient way to learn and were less time consuming . All the above factors and their results compelled the management to launch the first knowledge management system called the K-Shop in the early 2000’s so that knowledge management is implemented in every employee for efficiency and enhanced results.

In a ever growing cut throat IT economy, it was absolutely important to manage their resources intently. The organisation came out with the decision to share their knowledge through technique based on data based management system. To become a kind of organisation:

1 where knowledge governs every activity that is perfomed
2 where influence of knowledge is accepted for innovation and creation 3 where all personals are enabled by the expertise of each other. 4 which can lead others on a world wide basis.
This whole idea gave birth to software known as Kshopfor development of Kshop Infosys had adopted knowledge Management Maturity Model(KMM) developed by V.P.Kochikar. Knowledge Management Maturity Model (KMM) for Kshop

(KMM) is based on the Capability Maturity Model(CMM).(KMM) defined that knowledge had to be circulated in three stages they being obtaining knowledge and storing it, sharing of knowledge and circulation of knowledge and making use of it.(KMM) was set up in such a way that it was divided into 5 levels- default, reactive, awareness, convinced and sharing. Level 1 (default)

At the default level knowledge was shared among people working in teams and was accessible for the people working in that teams not for the entire organisation. Kshop was developed keeping four principles in mind – people, content, process and technology. These four principles lead to innovation, communication and recycling of knowledge.The Kshop recognised two type of knowledge:- Internal K Assets: this include internal business knowledge, memorandum, article, human knowledge and strategic communication. External K Assets: includes journals, periodicals, external... Show More

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