knowledge management and collaboration at tata consulting services

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GST 5083 - INFORMATION SYSTEMS & ELECTRONIC COMMERCE MASTER OF BUSINESS ADMINISTRATION Malaysian Graduate School of Entrepreneurship & Business UNIVERSITI MALAYSIA KELANTAN ( UMK SARAWAK ) GROUP MEMBERS 1. Arni B. Hj. Morshidi P14D461P 2. Anisah Bt Ismail P14D389P 3. Syarifah Rohaya Bt Wan Idris P14D397P 4. Dayang Adelina Bt Hj Abang Muan P14D394P 5. Norhana Aini Bt Saini P14D398P

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GST 5083 - INFORMATION SYSTEMS & ELECTRONIC COMMERCE

MASTER OF BUSINESS ADMINISTRATION

Malaysian Graduate School of Entrepreneurship & Business

UNIVERSITI MALAYSIA KELANTAN( UMK SARAWAK )

GROUP MEMBERS

1. Arni B. Hj. Morshidi P14D461P2. Anisah Bt Ismail P14D389P3. Syarifah Rohaya Bt Wan Idris P14D397P4. Dayang Adelina Bt Hj Abang Muan P14D394P5. Norhana Aini Bt Saini P14D398P

KNOWLEDGE MANAGEMENT AND COLLABORATION AT TATA CONSULTING SERVICES

CASE STUDY MEETING 5

Question 1•Analyze the knowledge management efforts at TCS using the knowledge management value chain model. Which tools or activities were used for managing tacit knowledge and which ones are used for explicit knowledge?

Question 2

• Describe the growth of knowledge management systems at TCS. How have these systems helped TCS in its business?

Question 3• Describe the collaboration

tools used at TCS? What benefits did TCS reap from these tools?

QUESTIONS

Question 4•How did Web 2.0 tools help TCS to manage knowledge and collaboration among its employees?

Question 5

• How do you think KM tools have changed some key operational processes at TCS, such as bidding for new projects, project development and implementation, customer service, and so on?

QUESTIONS

Question 1

Analyze the knowledge management efforts at TCS using the knowledge management value chain model. Which tools or activities were used for managing tacit knowledge and which ones are used for explicit knowledge?

Question 1

Analyze the knowledge management efforts at TCS using the knowledge management value chain model. Which tools or activities were used for managing tacit knowledge and which ones are used for explicit knowledge?

Question 1

Analyze the knowledge management efforts at TCS using the knowledge management value chain model. Which tools or activities were used for managing tacit knowledge and which ones are used for explicit knowledge?

Question 2

Describe the growth of knowledge management systems at TCS. How have these systems helped TCS in its business?

• Introduced in TCS in 1995 and a dedicated KM team called “Corporate Groupware” was formed in 1998

• Covered nearly every function, from quality assurance to HR management

• The employees could access the knowledge repository that resided on the corporate and branch servers through the intranet, with a browser front-end or a Notes client

• The knowledge repository, also called KBases, contained a wide range of information about processes, line of business, line of technology, and projects

Knowledge Manageme

nt (KM)

• Contained information related to technology, processes, case studies for project leaders which were made available to all development centers through the intranet

• The same thing was done through the web-based electronic knowledge management portal called Ultimatix, of which PAL was the precursor

• The PAL library and KBases, which were hosted on the intranet, were merged with Ultimatix, which had sub-portals for quality management system, software productivity improvement, training materials, and tools information

Process Asset

Libraries (PALs)

Question 2

Describe the growth of knowledge management systems at TCS. How have these systems helped TCS in its business?

• A knowledge management system• Using Microsoft sharepoint portal

server that gave TCS consultants access to nearly 40 years of experience and best practices arranged by type of engagement, the technology in use, and customer requirements

• Supported more than 60 knowledge assets and was accessible via Ultimatix to all TCS associates

• Any associate could contribute to the K-Bank and Knowledge officers were made responsible for maintaining the quality of content

Knowmax

Question 3

Describe the collaboration tools used at TCS? What benefits did TCS reap from these tools?

Infinity

• Instant messaging, IP telephony, and video conferencing; blogs and wikis; IdeaStorm, TIP, and Mysite

• Results:• collaboration of  overseas and local offices improved as

instant messaging (IM) got rid of cultural and pronunciation differences that could occur on the phone

• able to run a 24-hour internal news broadcast to all TCS offices in the world

• travel and telecommunications costs were reduced by 40 percent and 6 percent respectively

• Improved collaboration, communication, and knowledge sharing among the employees

Question 4

How did Web 2.0 tools help TCS to manage knowledge and collaboration among its employees?

Wikipedia• Used for collaborating on materials related to

project, supporting brainstorming sessions, and developing presentations

Blog• To gather inputs on problems that they

faced on a project

JuskAsk System• Allowed employees to pose a question and in turn get answers from

other colleagues, sometimes leading to a detailed discussion• If someone often answered questions on a particular domain, the

relevant specialist group invited that person into the domain group and thus gave the visibility to talent within the company

Question 4

How did Web 2.0 tools help TCS to manage knowledge and collaboration among its employees?

IdeaStorm• Used by the management• Helped in generation of ideas on topics

posted by the corporate team

TIP• Used as a portal for product innovation and new

ideas• It helped the management to garner ideas

related to product/service innovation and helped in solving problems

MySite• To help employees communicate

better with each other

Question 5

How do you think KM tools have changed some key operational processes at TCS, such as bidding for new projects, project development and implementation, customer service, and so on?

Knowledge Management (KM)

• Built capabilities to understand how to service clients through consulting and in other strategic areas

• Enabled TCS to continue to move higher-up and to bid for more strategic projects

• Capture best practices in the projects it has undertaken make the company more efficient in servicing clients

• Systems development and implementation activities are more likely to be done by TCS in a manner that is timely, effective, and cost efficient

• By knowing customer requirements and also taking ideas from other industries that are stored in the KM databases, the company can provide new and innovative solutions to resolve customer queries