Knowledge Management: From Brain to Business (PDF 5.5 - Asian ...

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• Total market capitalization: $42.8 billion (Rs.196,422) as of June 30, 2006 • Operations in more than 40 countries across six continents. When I was preparing for this presentation, I used precisely the same points that Martha was talking about. I tried to connect with a number of the Tata companies with which I was not very familiar. I come from Tata Consultancy Services and it was a huge challenge for me when APO approached us. APO asked for someone from the Tata Group to come and make this presentation on knowledge management because the Tata Group received the Global MAKE award this year. It was a tough challenge for me to be able to reach many people in the Tata Group and let me say that it was because of our IT tools that that I was able to very quickly connect with people, very quickly get the information that is required and very quickly understand it. To present all these things in a public forum—that is possible because of these tools. And I realize that tools can help connect strategy to operation. It is tools which are enabling these things. Therefore I chose my topic as Connecting Strategy and Operations through Knowledge Management. Interestingly, even before I thought about this subject, it is what the Tata Group was trying to do. It is trying to leverage all the technologies and tools that are available to us to see how we can do better business with our customers, how we can work with our stakeholders more effectively and how we can serve the community in which we live. The Tata Group is very well known in India for community welfare. All of us in the company are actually driven hard. We have to work very hard to earn money and the Group readily spends it on the community that it supports. We have a chain of hospitals. We have a chain of educational institutions. One of the finest research institutes in India, the Indian Institute of Science is largely funded by the Tata Group. So money goes back to the community; that is the benefit. We create the supply chain that we need to do business better and that is the cycle that has been repeated in the last 150 years. How did knowledge management start in the Tata Group? The credit goes to the oldest company in Tata Group, Tata Steel. They took the first baby steps when they included this sentence in their vision statement in 1999: ̏ Tata Steel enters the new millennium with the confidence of learning and knowledge based organization…” I think companies are realizing the importance of how they can actually leverage the knowledge which is resident in their employees. Most of you know that some time back business process re-engineering was a very hot fad in the market. The reason it died, however, is that people looked at it as a strategy to reduce costs by cutting or removing employees. What they did not realize was that when they remove employees, the knowledge that those employees possessed went with them. The employees that were being removed were so called non-value adding management of organizations, which is so critical in a team with all the knowledge it had. People thought that the frontline or salespeople, and the production people who are directly tasked to add value, are the people that are required. Then you have the top management to run the strategy and decide what you want to do next. The middle management was traditionally considered to be not that useful. And in their wisdom, companies decided to do away with middle management. Business process reengineering failed for this specific reason. Page 35
These are big lessons that were learned and as the result, the concept of knowledge management was born. In respecting knowledge management and leveraging knowledge, there is a lot more realization now of how knowledge management can make or break a company. What Tata Steel did was to make knowledge management part of their strategy, through the Tata Business Excellence Model (TBEM.) Measurement, analysis and knowledge management form the foundation of the strategy. Page 36 Figure 1: Tata Business Excellence Model Most of the documents we have to fill out for our TBEM assessments have a lot of questions on knowledge management: how are you conducting knowledge management, how are you actually developing strategies, what is the basis, etc. All of these are examined in great detail. Tata Steel decided that it has to create a value management program for its customers, suppliers, employees and each of its stakeholders. Tata Steel defines its value chain as a connected series of internal and external organizations, resources and knowledge streams involved in the creation and delivery of value to end customers. Tata Steel developed two programs in particular to help manage knowledge across its value chain: the customer value management (CVM) program and supplier value management (SVM) program Tata Steel wanted to make sure that every stakeholder is addressed with knowledge by adding value to the relationship between the stakeholder and the company. This is a very important step that Tata Steel took. Even today, Tata Steel is considered as one of the most advanced companies in terms of its ability to handle stakeholders very effectively. The Jamshedpur facility of Tata is very old. It has a huge community where the whole city is run by the Tata Group. This particular city is well administered, as is its hospitals and police. The concept is to go back to the society and give back to them what we have earned. Tata has been pioneering in this since their beginning. And in knowledge management, they also are pioneers. They created a roadmap for knowledge management at Tata Steel: Phase 1: 1999-2000 • Awareness • Process design • System design • Launch of KM portal • Early success stories communicated
Page 1: From: Knowledge Management: From Br
Page 4 and 5: Proceedings of the International Pr
Page 6 and 7: WELCOME ADDRESS Dr. Phanit Laosirir
Page 8 and 9: WELCOME ADDRESS Mr. Shigeo Takenaka
Page 10 and 11: as the theme for IPC 2007 to commem
Page 12 and 13: our daily practices. Every employee
Page 14 and 15: Strategy as Distributed Phronesis:
Page 16 and 17: knowledge is converted into explici
Page 18 and 19: The model starts with a “vision.
Page 20 and 21: Every year I go to Finland. The bes
Page 22 and 23: Ability to Share Contexts with Othe
Page 24 and 25: Souichiro Honda argues, Action with
Page 26 and 27: Figure 6: Multilayered Ba at Seven-
Page 28 and 29: Collaborative Enterprise- Wide Know
Page 30 and 31: place across the organization. Simi
Page 32 and 33: Figure 5: Fred or Fredricka This is
Page 34 and 35: set training standards that are nec
Page 36 and 37: important but it is something that
Page 38 and 39: As the leadership of the organizati
Page 42 and 43: Phase 2: 2000-2001 • Knowledge co
Page 44 and 45: So what Tata Chemicals did was to c
Page 46 and 47: ole and responsibilities they have
Page 48 and 49: YouTube; just imagine how they mana
Page 50 and 51: several tools a like document manag
Page 52 and 53: upgrade from Windows XP to Vista,)
Page 54 and 55: outside. So it is very difficult fo
Page 56 and 57: Knowledge Transfer Department. The
Page 58 and 59: visible artifacts in place. So in k
Page 60 and 61: anything about what they have—I t
Page 62 and 63: Question: Is it true that we can ca
Page 64 and 65: Eight knowledge performance criteri
Page 66 and 67: wealth or some similar form of weal
Page 68 and 69: As the table shows, when we complet
Page 70 and 71: 3M Apple Computer Caterpillar Fluor
Page 72 and 73: and development and innovation. The
Page 74 and 75: I think in terms of measurements, o
Page 76 and 77: From Knowledge Management to Operat
Page 78 and 79: The next step is to identify the kn
Page 80 and 81: Project Profile Debriefing Reports
Page 82 and 83: 5. Community of Practice A “commu
Page 84 and 85: Reporting Figure 7 The goals of any
Page 86 and 87: Integration of Knowledge Management
Page 88 and 89: invention; it could be small or eve
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irregular basis. We had to study, d
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set of products that when put into
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Figure 6: Knowledge Management Work
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Case Study: SCG Paper SCG Paper is
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knowledge that they want to keep an
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and with other units of SCG, we org
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Question: What is the driver of new
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Chaovalit Ekabut: I agree with the
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Chaovalit Ekabut: May I elaborate a
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together with competitors to move t
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knowledge-sharing network, helping
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Dirk holds a diploma degree in Busi
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-o- Conference Rapporteur-Editor: D
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