Knowledge Management and Collaboration at Tata Consulting Services (Page 491)

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?

The knowledge management efforts at TCS can be divided into the following activities:(1) Knowledge Acquisition:Over the years, TCS had acquired a vast body of knowledge and experience in several fields through on shore projects for its clients across the globe including GE insurance, GE Health, Hewlett Packard, Prudential, Standard Chartered Bank etc. TCS regularly rotated people across various function and within other Tata Group Companies to gain cross industry experience.Employees were also encouraged to be part of outside bodies like the IEEE, and go in for certifications.

(2) Knowledge Storage:TCS had developed various repositories and databases for knowledge storage such as Kbases, Process Asset Libraries, KnowMax, and Ultimatix.

(3)Knowledge Dissemination:Knowledge was disseminated using a variety of techniques such as:  Ultimatix a web based electronic knowledge management portal;Propel session: brought together employees with similar interest;Live Meeting and Knowledge Transition sessions at the project level;“Tip of the Day” email comprising technical, conceptual or human skills tips were shared within the organization daily.

(4) Knowledge Application:Employees could access the knowledge repository that raised on the corporate and branch servers through the intranet.Students or anybody should visit the TCS website to explore the new capabilities developed by TCS and how it relates to the knowledge they have accumulated over the years about the customers, markets, systems development, and technologies.

These tools or activities are used to manage tacit knowledge and what is used in clear knowledge:Explicit knowledge: KBases, process asset repository. KnowMax, Ultimatix.Tacit knowledge: redesign and development center, advance conference, knowledge conversion conference, practice community.

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

• The concept of knowledge management (KM) was introduced in TCS in 1995 and dedicated KM team called “Corporate Groupware” was formed in 1998.This group launched the KM-pilot in mid-1999. At that time, KM in TCS 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.The next step was to create Process Asset Libraries (PALs) which 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 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. TCS developed Knowmax, a knowledge management system, using Microsoft share point 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.It 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.

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

(1) TCS used a variety of collaboration tools:Infinity that includes instant messaging, IP telephony, and video conferencing, blogs and wikis, IdeaStorm, TIP, and Mysite.

(2) The benefit:Collaboration overseas and local offices improved as instant messaging (IM) got rid of cultural and pronunciation differences that could occur on the phone.Corporate communications was 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.The other tools improved collaboration, communication, and knowledge sharing among the employees.

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

• The employees using blogs, wikis, and other tools to boost communication and productivity.

• Wikis were used for collaborating on materials related to project, supporting brainstorming sessions and developing presentations.

• Employees used blogs as a mean to gather inputs on problems that they faced on a project.

• Just Ask System allowed employees to pose a question and in turn get answers from other colleagues, sometimes leading to a detailed discussion.

• The Idea Storm, is used by the management to help in generating ideas on topics posted by the corporate team.

• TIP was used as a portal for product innovation and new ideas.

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, and customer service?

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

• For instances, 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. TCS aims to move up the value chain and to continue to bid for higher level projects, beyond those of maintenance and development. 

• By accumulating knowledge, it has built capabilities to understand how to service clients through consulting and in other strategic areas. So KM has enabled TCS to continue to move higher up and to bid for more strategic projects. KM repositories that capture best practices in the projects it has undertaken make the company more efficient in servicing clients. This means it can execute better.