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.
Which tools or activities were used for managing tacit knowledge and which ones
are used for explicit knowledge

Tools/activities to manage explicit knowledge

KBases

Process Asset Libraries

KnowMax

Ultimatix

Tools/activities to manage tacit knowledge

Redesign of development centers,

Propel sessions,

Knowledge Transition Sessions

Communities of practice

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

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

Blogs, wikis, and other tools:

boosts communication and productivity among employees

Wikis

collaborating on materials related to project,

Supporting brainstorming sessions,

developing presentations.
Blogs

Used as a means to gather inputs on problems that they faced on a project.

JustAsk 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.

The 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.

helped the management to gamer ideas related to product/

service innovation and helped in solving problems.

Social Net Working MySite

to help employees communicate better with each other

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.

The same for customer service – 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