KM Practice at Mindtree
Mindtree visit: 10th September 2007
Presentation by Raj Datta
Mindtree he said believes in a holistic KM Approach.
It is important to cover the entire life cycle of knowledge when we think of any Knowledge management initiative in an organization. And to do so we need to recognize the spiral nature of the knowledge and the interdependencies. The 2 types of KM approaches are
Control:the organization monitors the KM database and the quality of content generated. Community:The communities of knowledge automatically filter out junk using peer reviews which is a more transparent process.
Mindtree approach to build a KM solution
• He said that people are naturally motivated to share. • KM is an emergent phenomenon
• Knowledge is not produced like manufacture goods
• If control is softer there will be more self organization and collaboration • Environment and culture play in important role in KM • A high focus on the needs of the Knowledge worker is essential • Change is enabled, not forced.
KM goal at Mindtree : To establish systems, Process and Culture that helps to continuously build their intellectual capital.
Intellectual capital can be found in 3 forms
• Knowledge of the people/individuals of the organization. • Knowledge contained in the organizational structures, processes, social networks. • Knowledge contained in the interfaces between the organization and its clients.
KM is socio technical in nature.
A good and effective KM practice can influence
the organization in the following ways
| | | | |Better Quality | | | |Higher productivity | | | |Innovative Solutions |And therefore |Higher Customer Satisfaction | |Faster response time |-----------> |Higher Employee Satisfaction | |Increased Speed of delivery |lead to | | |Shorter learning curves | | |
The cycle given below is called GALIS. The Get and Share parts of the cycle are enabled using a centralized repository.
Certain types of Knowledge can be imparted by Training. But certain other types of knowledge are emergent.Knowledge that cannot be shared by training needs to be shared and communicated using other means such as • Storytelling
Stories are the way in which the core values of the company are passed on to the associates. This helps associates understand the levels of integrity, right behavior etc expected from them.
The KM journey of Mindtree involves various of SocioTechnical solutions. They are illustrated below
Osmosis:It the annual technical fest conducted my Mindtree in which Mindtree minds share their technical project knowledge and demo products/projects to the rest of the company. Communities:Groups of people with common interests who get together and discuss issues pertaining to their areas of interest and thereby enable knowledge sharing. These groups have their own website supported by KM group and make their own membership rules.They moderate themselves and are not controlled by any external agent. Examples: OOAD, Japanese, Innovation etc
KnowledgeNet, Project Space, Connected Minds and Open Mind are all portals, some which facilitate information exchange and...
...Higher School of Economics
National Research University, Perm
Knowledge Chain in Rosatom Corporation: strengths and weaknesses (on the base of the book «Rosatom is Sharing Knowledge»)
Executed by the students:
Introduction ………………………………………………………………………..3Knowledge Chain in Rosatom Corporation: strengths and weaknesses…………...4
For the past several decades knowledge has become extremely important asset of a company. Nowadays large organizations and even small companies have to address the issues of KnowledgeManagement in order to increase flexibility and efficiency, reduce lead time and involve people as much as possible. As it was mentioned in 1996 by McKern [1; 13-18], the major forces of change are the following: globalization, higher degrees of complexity, new technologies, increased competition, changing client demands, and changing economic and political structures. So companies are starting to understand that the core and sustainable resource of competitive advantages are their employees. In other words all the...
...This is a summary of Knowledgemanagement and organizational culture: a theoretical integrative journal by Rajnish Kumar Rai, a police officer who at the time was based at the Indian Institute of Management, Ahmedabad India. For this research, he used a conceptual method by comparing previous findings and thoughts.
At first, the author underlines the importance of knowledge in today’s rapid changing world and how most of the experts agree on the continuous improvement of knowledge as one of the most critical factor for an organization to survive, and knowledgemanagement takes a large part in it. Furthermore, recognizing and understanding the linkage between the knowledge creation and the organization values are what the organizations should be doing first before applying the knowledgemanagement in the organization. A mismanagement of knowledge creation will lead the organization not into an innovation but confusion. Unfortunately, this important part, the knowledge creation, does not have a framework for an effective and systematical approach to be used in different type of organizations. There are a lot of theories that support this idea but they do not have a practical approach of how to be implemented.
Subsequently, the author acknowledges that many researches supported the theory...
...1. Company Overview
1.1. Business Overview
Mystique is currently involved in fashion clothing business. Unlike other clothing companies, Mystique owns all of its retailing, designing and manufacturing operations. It sells a range of women’s and men’s clothing which aims to give a personalised and satisfaction experience to its customers. The business’s headquarters is located in India but the entire Sri Lankan management is handled in Sri Lankan and currently it has 4 outlets in Colombo and Kandy.
1.1.1. Product Overview
Figure : Mystique’s Product
Currently Mystique is targeting mainly on causal and party ware for both customer segment. It provides a right quality product for an affable cost which can be effort by working class to upper uppers. Based on the design and material quality the price of the product varies.
1.1.2. Service Overview
Figure : Mystique's Services
All our products will be serving the current client’s requirements. In order to serve our customer better, we provide other services which are mentioned in the above figure. Exchange and return, reservation and customer services are provided by our retailer outlet team and the promotion are decided by our marketing team (refer organisational structure).
1.2. Vision and Mission
Vision – To make consistent design improvements based on the emerging trends that will enhance customer satisfaction.
Mission – “Build a unique portfolio of branded, trendy and unique...
ManagementPractice: Critical Analysis and Review
NILAM SANGROULA (NIEL)
Date of Submission: 13 April 2011
The article “Are vulnerable workers really protected in New Zealand?” is written by two authors namely, Danae Anderson, researcher at Work research Institute, Auckland University of Technology, NZ and Rupert Tipples, Associate Professor of Employment Relations in Faculty of Commerce at Lincoln University, Christchurch, New Zealand and is published in New Zealand Journal of Employment Relations, 39 (1): 52-67.
This article is concentrated on exploring the working condition of international migrant workers and pacific workers in primary sectors and are categorised as vulnerable migrants using Sargeant and Tucker’s 2009 framework. The writers have claimed that though protective measures have been adopted to defend the vulnerability of the workers, the result is still speech making only. The article has clearly identified the research topic and used secondary sources of the information to address the research questions. The article has been successful in raising the concerns of vulnerable workers in primary sectors such as exploitation at work, underpayment, employment dependency, visa conditions, lacking of formal written contracts for employment likewise, the article has been able to pull the attention of the concerned authorities to work and rethink to...
...KnowledgeManagementPractices in Ayurvedic Industry.
Knowledgemanagement (KM) is based on the idea that an organisation’s most valuable resource is the knowledge of its people. This is not a new idea – organisations have been managing “human resources” for years. What is new is the focus on knowledge.
This focus is being driven by the accelerated rate of change in today’s organisations and in society as a whole. Knowledgemanagement recognises that today nearly all jobs involve “knowledge work” and so all staff is “knowledge workers” to some degree or another – meaning that their job depends more on their knowledge than their manual skills. This means that creating, sharing and using knowledge are among the most important activities of nearly every person in every organisation.
Knowledgemanagement is essentially about facilitating the processes by which knowledge is created, shared and used in organisations. It is not about setting up a new department or getting in a new computer system.
At its broadest, KM is the ‘process through which organizations generate value from intellectual and knowledge based assets’
There are two types of knowledge assets –
Explicit or formal assets like...
...“Tacit Knowledge” versus “Explicit Knowledge”
Approaches to KnowledgeManagementPractice
Professor of Management, Copenhagen Business School
Linden Visiting Professor for Industrial Analysis, Lund University
Department of Industrial Economics and Strategy
Solbjergvej 3 - 3rd floor
DK 2000 Frederiksberg, Denmark
email: [email protected]
This paper explains two fundamental approaches to knowledgemanagement. The tacit
knowledge approach emphasizes understanding the kinds of knowledge that individuals
in an organization have, moving people to transfer knowledge within an organization,
and managing key individuals as knowledge creators and carriers. By contrast, the
explicit knowledge approach emphasizes processes for articulating knowledge held by
individuals, the design of organizational approaches for creating new knowledge, and
the development of systems (including information systems) to disseminate articulated
knowledge within an organization. The relative advantages and disadvantages of both
approaches to knowledgemanagement are summarized. A synthesis of tacit and
knowledgemanagement approaches is recommended to create a...
...IS STRASSMANN’S ‘KNOWLEDGEMANAGEMENT’ AN IMPORTANT METRIC
By: Masoud. Noordeh (DBA student)
In today’s dynamic business environment, Knowledgemanagement systems facilitate organizational learning and knowledge creation. They are designed to provide rapid feedback to knowledge workers and significantly improve business performance. This paper examines the concept of knowledgemanagement metric from the view point of Paul Strassmann.
Keywords: Knowledge, Performance Management Metric, KnowledgeManagement.
Knowledgemanagement has become one of the major performance management and companies have embraced the concept and invested in systems, people, and information technologies to this purpose. On the other hand, there has been the pressure to move away from the traditional performance management metrics which are considered to be ‘backward looking accounting based performance measurement systems’ that only focuses on traditional cost accounting (Bourne et al. 2000).
Knowledgemanagement has been introduced by Strassmann (1999), Drucker (1995), and others as an important metric for measuring performance. According to Knapp (1998), Knowledgemanagement transfers...
...Motorola Extends Use of Open Text's Livelink
COMPASS System Provides Enterprise Collaboration and KnowledgeManagement
Chicago, Il - 2003-06-09 - Open Text™ Corporation (Nasdaq: OTEX, TSX: OTC), provider of Livelink®, the leading collaboration and knowledgemanagement software for the global enterprise, said today that Motorola, Inc. (NYSE: MOT) is expanding its use of Livelink as its central knowledge repository and platform for collaboration. Livelink helps Motorola improve collaboration and access to information, as well as reduce costs.
Motorola, which first adopted Livelink in 1997, plans new initiatives this year for Livelink, including consolidating file servers and moving more information into Livelink, where an already massive 3.5 terabytes of information is maintained. The company will also create an extranet with Livelink and extend the system to customers, vendors, and partners.
Livelink serves as the foundation for Motorola’s COMPASS system, a global intranet, which acts as a central repository for a wide range of information, and as a place for small workgroup collaboration and general enterprise-level communication. “COMPASS gives us a way to bring people and information together under one system,” said Brad Bosley, Manager of Content Management and Collaboration Systems for Motorola. “It’s the primary location where people share information and...