Infosys Technologies: The Implementation Challenges of Knowledge Management Initiatives case...
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Infosys Technologies: The Implementation Challenges of
Knowledge Management Initiatives
Kavya SS PGP/14/276 Kritika Gupta PGP /14/277 Kulbhushan Baghel PGP/14/278 Lokesh Singh PGP /14/279 Mahtaab Kajla PGP/14/280
Submitted by: Group: R-42
Agenda
Q & A Session
Learnings
Influence
Case Analysis
Introduction - KM
Presentation Time: 12 mins
Q & A Session: 3 mins
Knowledge Management
Knowledge Management (KM) comprises a range of
strategies and practices used in an organization to identify,
create, represent, distribute, and enable adoption of insights
and experiences.
Source: http://en.wikipedia.org/wiki/Knowledge_management
KM Cycle
Company Analysis
Infosys Technologies
Ltd.
One of the world’s largest
Software Development Contractors
Headquartered in Bangalore,
India
Revenue: $1.6 bn FY ’05,
$5.04 bn FY’10
Workforce: 50,000 Year’05, 114,822 Year’10
First Indian company in Nasdaq-100
Vision Statement "To be a globally respected corporation
that provides best-of-breed business solutions, leveraging
technology, delivered by best-in-class people."
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Company Analysis
“Knowledge belongs not only to those
employees who create it, but also to the
entire company"
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KM Program: Timeline
• Transferring Human Capital to Organizational Resources
Early Actions; ‘90s
• Low patronage
• Informal Communication
Kshop; ‘99 • Information
Overload
• Higher Search Cost for Reusable Knowledge
KCU; ‘01
• Identification& Fulfillment of teams’ knowledge need
KM Prime; after ‘02
KM Program
• Transforming employees knowledge into company’s resources
’90
• Creation of Intranet Knowledge Portal – Kshop
• Accumulation and reuse of organizational knowledge
’99
KM Program: Kshop
A Employee Issues
B
C
D
Low Patronage by Employees
Communication Media
Communication by means of Informal Networks
Specialized Knowledge
Proliferation of local repositories of specialized knowledge
Processes Issues
No reinforcement and coupling of different processes
KCU Incentive Scheme
Started in 2001 by KM Group of Infosys
Primarily started to jump start contributions to Kshop
For Infosys employees who contributed or reviewed contributions to Kshop
Awards- KCUs which could accumulate and exchanged for money/prizes
KCU scores displayed on scoreboard
Increased visibility of prolific contributors
Advantages of KCU Scheme
More than 2400 new knowledge asset contributions to
KShop : project proposals, case studies and reusable
software codes
Almost 20% employees contributing atleast one knowledge
asset
More than 1,30,000 KCUs generated
Problems with KCU Scheme
• Information overload
• Higher search costs of reusable knowledge.
• Heavy burden on limited number of reviewers resulting in quality degradation
• Destroying the spirit of community and asking culture within the company
First set of initiatives
Major Focus:
Decouple knowledge sharing from economic incentives
Emphasis on recognition and personal visibility for
knowledge sharing contributions more than monetary
awards
Formulation of new composite KCU score emphasizing the
usefulness and benefit of contribution to Infosys
The contribution was rated by actual users also
Demanding tangible proof to justify higher ratings
Reduction in number of KCUs awards for reviewing
contributions
Raised the bar for cashing in KCU incentive points for
monetary rewards
Second set of initiatives
Major Focus:
Improvement of KM Practices within project teams and
practice communities
Modified project templates with automated tools
Implemented Project tracking tool on Kshop to log details
and deliverable
Enabled knowledge codification and extraction
Third set of initiatives
Major Focus:
Removing variances across project teams in
knowledge codification
Introduced hierarchy of roles to broker knowledge sharing
between project teams, practice communities and wider
organization
KM Prime
Responsible for identifying and facilitating the fulfilment
of team’s knowledge needs for each project
Ensuring that team codified and shared critical
knowledge gained during the project after project
completion
Third set of initiatives
Knowledge champions
Spearheaded and facilitated knowledge sharing and
reuse in critical technologies
Swap stories on Kshop to Promote tacit individual and
team level knowledge and experiences.
Influence
New contributors per quarter declined by nearly 37%
Number of new knowledge assets contributed per quarter
declined by 26%(approx)
Slowly new knowledge assets contributed, stabilized and
then increased at a more manageable pace
Lower search costs reported
Increase in quality and utility of knowledge assets available
Learnings
Knowledge management requires much more than just
technology
Attention to the cultural and social facets of knowledge
management
Continuous campaigning required besides investing time
and resources to manage the content
Questions