PGDM Executive 2018-2019

Information Management

INFORMATION & KNOWLEDGE

MANAGEMENT ROLE IN IT COMPANIES
IN INDIA

Submitted To: Submitted By:

Dr. Aritra Pan Prabhat Trivedi – 180301008
Divya Mohanty – 180301003
Vishnu Shankar Shukla – 180301020
Parasuraman Sundarmoothy – 180301020
 TABLE OF CONTENTS

• Executive Summary
• Tata Consultancy Services
o About TCS
o IM at TCS
§ IM Processes
§ IM Architecture
§ SECI Model
§ IM Culture
o TBEM
• Infosys
o About Infosys
o IM at Infosys
• TechMahindra
o About TechMahindra
o IM at TechMahindra
• MPhasiS
o About MPhasiS
o IM at MPhasiS
§ Transition
§ Stabilize
§ Optimize
§ MIKE (MPhasiS Interactive Knowledge Exchange)
§ VTM (Virtual Team Model)
• Conclusion

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 EXECUTIVE SUMMARY

KM is about making the right knowledge available to the right people. It is about making sure
that an organization can learn, and that it will be able to retrieve and use its knowledge assets
in current applications as they are needed. In the words of Peter Drucker it is "the coordination
and exploitation of organizational knowledge resources, in order to create benefit and
competitive advantage".
Knowledge management is any system that helps people in an organization share, access, and
update business knowledge and information

In this report we have elaborated the Knowledge/Information Management System in use in 4

Major Indian IT companies viz. Infosys, TCS, Tech Mahindra, MPhasiS. We have also shown
the Knowledge Management Architecture these companies have incorporated in order to
effectively utilise the Information / Knowledge available within the organisation as well as
outside the organisation. This report also explains the various activities and techniques these
organisations have devised / incorporated in order to spread awareness and actively involve all
the stakeholders in the organisations in the process of Knowledge Creation and utilisation.

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TATA CONSULTANCY SERVICES LTD

ABOUT TCS

Tata Consultancy Services Limited (TCS) is an Indian multinational information

technology (IT) service, consultingcompany headquartered in Mumbai, Maharashtra. It is part
of the Tata Group and operates in 46 countries.
TCS is one of the largest Indian companies by market capitalization. TCS is now placed among
the most valuable IT services brands worldwide. In 2015, TCS is ranked 64th overall in
the Forbes World's Most Innovative Companies ranking, making it both the highest-ranked IT
services company and the top Indian company. It is the world's 2nd largest IT services
provider. As of 2017, it is ranked 10th on the Fortune India 500 list. In April 2018, TCS became
the first Indian IT company to breach $100 billion market capitalization, and second Indian
company ever after its m-cap stood at Rs 6,79,332.81 crore ($102.6 billion) in Bombay Stock
Exchange.

INFORMATION MANAGEMENT AT TCS

KM strategy at TCS is designed in such a manner so that it is aligned with the business
objectives of TCS. Strategy of Knowledge Management at TCS has an LTSP (Long Term
Strategic Plan) which is aligned to LTSP of TCS. Knowledge in TCS is classified into three
levels, viz:

Level 1: Basic Needs: Delivering basic knowledge needed by the organization to

improve operations or solve problems.
Level 2: Enabling needs :Delivering knowledge needed to achieve its tactical goals,
collecting key business intelligence, promoting reuse, making connections with experts
and information as needed, facilitating greater integration and identifying information or
knowledge problems related to business processes.
Level 3: Strategic needs: Providing proactive support in guiding senior management to
make use of knowledge for management support, decision making and innovation. KM
Strategy makes sure that all these needs of the business are sufficiently catered.

IM Processes
All the business and support processes at TCS follow Enterprise Process Maps (EPM)
methodology consisting of three levels of deployment with a process owner for each of the
defined processes. KM processes as per the strategy of the company are a part of continual
improvement processes. There are three distinct EPM level III KM processes viz: Process for
Knowledge Identification, Capture & Review; Process for Knowledge Sharing, Replication
and Usage; Process for Idea management and Implementation. Each of the process is well
defined with a set of efficiency and effectiveness measures which are tracked and reported
regularly. There are many KM initiatives at TCS to address KM processes in a systematic and
innovative manner to bring out best practices that help in meeting the business needs and
challenges. There are various KM initiatives that target people at different roles/levels in the
organization. All the initiatives are regularly monitored and we ensure a process of evaluation
and improvement (E & I) methodology is adhered. Further, benchmarking study of KM

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processes is undertaken with other Tata Group companies and also identified relevant
companies from across the globe. This procedure is called BEP (Benchmarking Every Process).
The core KM team of TCS comprises of a small dedicated Knowledge Managers representing
core business units across all Business Units and support functions. This team has the ability
to understand the unique business needs of the SBU and support functions analyse the needs
and cater accordingly. In addition to the core group each department of TCS has an identified
KM coordinator to function as one-point of contact between KM department and his own
department. Further, there are a set of Listeners who function as an extended KM department
members on a voluntary basis.

Each of the Knowledge Managers has the following role and responsibility:
• Spreading the awareness and ensuring effective functioning of KM initiatives within
their own business units in line with specific business needs of the BU.
• Accelerating learning processes and identifying best practices through KM practices
for improved efficiency.
• Developing KM processes, procedures and applications and implement these in their
own work environment.
• Promoting knowledge sharing culture and building collaborative mechanisms to
capture and encapsulate knowledge to thrive in the future.
• Ensuring KM Initiatives adherence to plan.
• Track department level KM Activities.
• Facilitating department Level and site level KM activities.
• Reporting KM data on monthly basis.
• Conduct monthly review of Dept KM Coordinators & listeners of the business.
• K Connect (KM Portal) Management for the business unit.
• Coordinating with other business units on KM Activities.
• Facilitating faster knowledge transfer among employees (specifically targeting
superannuating experts, new joiners and other senior employees)

IM Architecture
The IM architecture in TCS can effectively be shown through following figure.

The Knowledge from various sources (Internet Journals, Vendors etc) is collected by
Knowledge Manager which he puts on a Knowledge Repository. The Authors and Experts then

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work on these formats in order to make them utilisable. The communities also play an
important in knowledge transfer to and from this repository. This knowledge is then transferred
and used by the users and used for training purposes.

SECI Model

KM Culture
Knowledge Management at TCS is viewed as a major contributor to build intellectual capital
in the organization encompassing free flow of knowledge across all geographies it operates in.
The intent is to make KM a way of life at TCS and focus on conscious learning through
continuous realization of need to build knowledge base of the organization. The basis for KM
initiative and process design is to consciously identify what knowledge is critical to the
organization, what knowledge already exists, what still needs to be known, where to get this
knowledge from & how efficiently and effectively this knowledge is put to use to meet
organization goals and challenges. The initiatives reinforce conscious learning and
improvement philosophy through collaborative approach to knowledge sharing. The reward
and recognition around knowledge management activities are structure in a manner to
strengthen and nurture the KM culture at TCS.

TBEM (Tata Business Excellence Model)

The Tata Business Excellence Model (TBEM) matrix has been conceived to deliver strategic
direction and drive business improvements at the Tata group. Aimed at enabling Tata group
companies capture the best global business processes and practices, the business excellence
assessment model invests Tata group companies with the inherent dynamism to evolve and
keep pace with ever-changing business performance parameters.

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The main objectives of the Tata business excellence model assessment methodology is to
enhance value for all stakeholders and contribute to marketplace success, maximise enterprise-
wide effectiveness and capabilities, and deliver organisational and personal learning.
The TBEM matrix is used for the organisational self-assessment of Tata companies,
recognition and awards, and for providing feedback to applicants.
In addition, TBEM plays three important supportive roles in strengthening the competitiveness
of Tata companies.
They are:
• Improve business excellence practices, capabilities and results
• Facilitates communication with a common language of excellence and sharing of best
practices among Tata companies.
• Serves as a working tool for understanding and managing performance, for providing
planning guidance, and for identifying learning opportunities.

TBEM’s core values and concepts are embodied in the following seven categories:
• Leadership
• Strategic planning
• Customer focus
• Measurement, analysis and knowledge management
• Workforce focus
• Operations focus
• Business results

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INFOSYS

ABOUT INFOSYS
Infosys Limited is an Indian multinational corporation that provides business
consulting, information technology and outsourcing services. It has its headquarters
in Bangalore, Karnataka, India.
Infosys is the second-largest Indian IT company by 2017 revenues and 596th largest public
company in the world based on revenue. On September 28, 2018, its market capitalisation was
$44.32 billion

INFORMATION MANAGEMENT AT INFOSYS

The KM management at Infosys is done through a formalized structure that has been put in
place over a number of years. Its efforts to distribute knowledge within the company began
with the establishment of Education and Research Department in the year 1991 and the scope
of the department grew with the launch of intranet. A fully fledged KM program began in 1999
with the launch of K-shop. Through K-shop, knowledge generated in each project across the
global operations of Infosys was captured. A P2P Knowledge Management System (P2P-
KMS) taps into the knowledge existing on a user’s machine.
Key constituents of KM Strategy:
a. People,
b. Process, and
c. Technology.

The concept of a KShop is wherein employees can submit, share and view content or artefacts
as they are called in Infosys jargon. These artefacts are both externally procured and internally
generated.

The external artefacts consist of business journals, scientific journals, trade magazines etc that
are made available online after doing due diligence with regards to IPR (Intellectual Property
Rights) of the content.

Further, there are the technical papers and reports that are procured to assist the employees in
acquiring knowledge thereby helping them in the ideating process. There is also significant
internally generated content that is the contribution of employees to the Knowledge base either
singly or in collaboration with other employees.

This internally generated content consists of process improvement suggestions, technical

documents, white papers, and case studies etc, that are the contributions of employees. The
point here is that the content is there for all to view and download (except in some cases where
the senior members are only allowed to view and download the content) and to partake of the
knowledge contained in them.

The other feature of the KM system at Infosys is that employees earn what are called KCU’s
(Knowledge Currency Units) as a reward system for their contributions to KShop. In this way,
Infosys has adopted the model of reward and recognition through virtual and real currency
(since employees can exchange KCU’s for real and tangible benefits) means though there has

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been a lot of debate over the efficacy of such mechanism especially where it concerns
collaborative KM as opposed to competitive KM.

Another feature of the KM system in Infosys is that it is tiered meaning that it operates at
several levels and across vertical and horizontal domains giving it reaches and breadth, as well
as size and scope. The important thing to remember is that the KM system in Infosys can be
said to have leveraged on the “economies of scale” particularly in the context of Infosys’
scorching growth over the years.

The KM system in Infosys can be said to be the best in India as well as being a frontrunner in
the Asia Pacific region as evidenced by the ratings and rankings it receives from numerous
trade publications. A point to be noted is that unless organizations display top-level
commitment towards ideating and incubating, there cannot be effective KM systems and this
is the overriding conclusion that the analysis of Infosys concludes.

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TECH MAHINDRA

ABOUT TECH MAHINDRA

Tech Mahindra Limited is an Indian multinational provider of information technology (IT),
networking technology solutions, Integrated Engineering Solutions(IES) and Business
Process Outsourcing (BPO) to various industry verticals and horizontals. Anand Mahindra is
the Chairman of Tech Mahindra, which is headquartered at Pune and has its registered office
in Mumbai.
Part of the Mahindra Group, Tech Mahindra is a US$4.9 billion company with over 121,840+
employees across 90 countries. Tech Mahindra was ranked #5 in India's IT firms and overall
#111 in Fortune India 500 list for 2012. Tech Mahindra, on 25 June 2013, announced the
completion of a merger with Mahindra Satyam.

INFORMATION MANAGEMENT AT TECH MAHINDRA

The knowledge management system at tech Mahindra is at its evolving stage. TechMahindra
has incorporated the techniques of Knowledge management to improve its efficiency and
calibre. KM is implemented in various functional areas including Application Development
and Maintenance.
One of the tools used for Knowledge Management in TechMahindra is BI Publisher. It has the
following features:

• Previously called as Oracle XML Publisher (XMLP), Rebranded as BI Publisher when

XML Publisher became part of OBIEE (Oracle Business Intelligence Enterprise
Edition) Suite
• Oracle's primary reporting tool for authoring, Managing & delivering highly formatted
documents.
• Highly formatted, professional quality, reports, with pagination and headers/footers.
• PDF, Excel, PowerPoint, Word, Flash and HTML output of reports.
• Data from heterogeneous sources can be used
• Data model, layout and translation are distinct layers
• Integrated with EM security
• Integrated with eBusiness suite, Peoplesoft and Siebel
• Integrated with eBusiness suite, Peoplesoft and Siebel
• Email printer, fax, ftp sites and content management site
• Report Layout can support more than 150 languages and 200 territories by adding
translation files
• Develop custom reports against read-only EM repository

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11
MPHASIS

ABOUT MPHASIS
Mphasis is an IT services company based in Bangalore, India. The company provides
infrastructure technology and applications outsourcing services, as well as architecture
guidance, application development and integration, and application management services. It
serves financial services, telecom, logistics, and technology industries. Mphasis was ranked #7
in India IT companies and overall #165 by Fortune India 500 in 2011. In April 2016, Hewlett
Packard Enterprise sold the majority of its stake in Mphasis to Blackstone Group LP for
around US$1 billion

INFORMATION MANAGEMENT AT MPHASIS

Information Management at MPhasiS is done in 3 phases namely Transition, Stabilizing and
Optimizing

Transition
• Knowledge of the process or system is captured and is documented
• This is stored in the knowledge base created for the client
• Extension of clients organization, process or system is implemented at offshore centre
@ Mphasis and work is transitioned

Stabilize
• Delivery is in steady state
• System / process performs as expected
• SLA (Service level agreement) are met and outcomes are predictable

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Optimize
• Deliver performance improvement
• Best practices like six sigma methodologies, business intelligence, process automation
and integration are used

MIKE (MPHASIS INTERACTIVE KNOWLEDGE EXCHANGE)

• MIKE is an enterprise knowledge portal, designed, developed used internally by
Mphasis and its clients
• Leverage the tacit and explicit knowledge residing within organization
• Facilitates: capture, publish, reuse information
• Enables users to create their own virtual project of their interest

VTM (VIRTUAL TEAM MODEL)

• MIKE forms basis for virtual team to share knowledge related to project or competency
• Geographically distributed teams and experts work together from multiple location
• This optimizes availability of experts at different location with minimal travel
• Involves immediate involvement of experts like architecture, UX designer, BA’s, QA’s
• Resulting cost optimization

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 CONCLUSION
The Information / Knowledge Management architecture and strategies of 4 major IT companies
viz TCS, Infosys, TechMahindra and MPhasiS has developed to a great extent in past few
years, with the realisation of importance of knowledge creation, utilisation and sharing in the
growth of not only the individual companies but also the whole sector. Due to this reason, these
companies are not only effectively managing the current architecture of Knowledge
Management but also incorporating new and upcoming technologies for the same.

With rapid growth in the technology, it has become easier for companies to tap onto the vast
knowledge resources available within the organisation as well as the world as a whole.

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 REFERENCES

https://www.moneycontrol.com/stocks/marketinfo/marketcap/bse/computers-software.html

https://www.managementstudyguide.com/knowledge-management-at-infosys.htm

https://www.infosys.com/careers/discover/about/Pages/index.aspx

https://www.tcs.com/

https://www.mphasis.com/

https://www.techmahindra.com/company/default.aspx

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