Connecting Strategy and Operations through KM The Tata Group
Transcription
Connecting Strategy and Operations through KM The Tata Group
Brain Storming Workshop on "Mobilizing the information & Knowledge Society: Crossed Perspectives“ 21–22 June 2010 Connecting Strategy and Operations through KM The Tata Group experience T.S.Rangarajan ([email protected]) Principal Consultant, Tata Consultancy Services Ltd., Chennai J 21 Jun 21, 2010 © Tata Consultancy Services ltd. 18 June 2010 1 Agenda Tata Group overview KM status in Tata Group companies TCS Knowmax portal How is KM linked to Strategy? Tata Business Excellence Model How does KM support operations? TCS Ultimatix portal Learnings from KM practice New KM initiatives – Tata Knowledge Chain C a ((TKC) C) and a d Tataworld) ata o d) Conclusions 2 Tata Group overview Improving p g the qqualityy of life India’s Largest Conglomerate - 93 operating companies across 7 industry sectors Represents Excellence & Integrity Trusteeship Concept Pioneering g Spirit p Leaders in multiple businesses Group turnover in FY 2009 of $70.8 billion (Rs 325,334 crores) Over 350,000 employees, 3.5 million shareholders Total Market Cap - Rs. 324,275 Cr ($ 69.26 bn.) as of 10th June 2010 Operations O ti iin more th than 40 countries t i across six i continents 3 KM Journey in Tata Group..baby steps “Tata Steel enters the new millennium with the confidence of learning and knowledge based organization…..” 1999 vision statement Tata Steel defines its value chain as a connected series of internal and external organizations, resources, g streams involved in and knowledge 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 its supplier value management (SVM) program 4 3KM Strategies @ Tata Steel 5 Knowledge Community Framework @ Tata Steel 6 Recognition for KM initiatives @Tata Steel 2009 MAKE award 2008 MAKE award 2007 MAKE award 2006 MAKE award 2005 MAKE awardd 2004 MAKE award 2003 MAKE award 7 Tata Chemicals Ltd. TCL launched an IT-enabled knowledge management (KM) process last year. It has developed an interesting and unique methodology, encouraging its employees to share 'stories' that can build a repository of tacit knowledge. Tata Chemicals believes that its KM system y is a Groupp benchmark in the making. Umang uses theatre to create awareness, commitment and organisational transformation. It communicates the message in i an energising, i i emotional, ti l participative and 'fun' manner, and has been used to spread the message of KM, TBEM, code of conduct and cultural pillars across the enterprise Concept of Listeners – who listen to the stories during from workmen in local language, translate into english, upload in ‘Titli’ pportal to facilitate further deliberations 8 KM at some other Tata Companies Titan Watches – KM Portal, CoPs like Manthan Taj Group of Hotels – KM Portal, g CFS for customer knowledge Tata Refractories – KM Portal Tata Power – KM Portal Tata Coffee – CoPs like Manthan in plantations 9 TCS an Overview TCS was established in 1968 FY 2009 revenue of USD 6.34 Billion Market cap $34 Billion (March 31, 2010) Over 160,429 employees Awarded triple certification for Quality (ISO 9001:2000), Security (BS 7799 7799-2:2002) 2:2002) and Services (BS 15000 150001:2002) 2009 MAKE Award 1st Company in the world to be assessed at Level 5 for integrated enterprise-wide CMMI and PCMM Global presence - Operations in 42 countries, 142 offices First and Largest Software R&D Centre in India Software Exporter p in India 10 Knowledge Management @ TCS Strategy St t Implementation Governance Model for A i iti Acquisition Retention & Growth of knowledge Assets Initial Intent Initiative Intelligent Innovative 11 KNOWMAX Homepage 12 Collaboration in KNOWMAX Industry / Service Practices Customers Senior M Management KNOWMAX Portal Corporate Functions Relationships Delivery / Solution Centers Communities Geographies Technology 13 How is KM linked to Strategy? 14 Tata Business Excellence Model Introduced in 1995 , fashioned after the Malcolm Baldridge A d Award Companies surpassing targets get the JRD QV award Corporate Governance included in 2006 Focus is on GOALS, is not prescriptive wrt structure and systems, t is i adaptable d t bl Is a rigorous, data and facts oriented analytical framework with ith scoring i system t 15 How does KM support operations? 16 TKC Portal 17 Sharing practices, processes across group p companies 18 Sharing new trends & concepts across group p companies 19 Knowledge transfer from TBEM high scoring p to new entrants companies 20 Ethics Counsellors’ community discussing “Ethical Dilemmas” 21 A medium for companies to explore areas of synergy g Titan and Tata Refractories eg. 22 Knowledge sharing on similar processes eg. Tata Metalliks & Tata Steel 23 Conclusions KM initiatives in Tata Group penetrating in group companies Implementation experience has many learnings KM has led to TKC KM has strategic focus through TBEM and is enabled by IT for operations TCS has created a KM practice with KM relevant competencies 24 Links http://www.tata.com http://www.tataquality.com htt // t t lit http://www.tatasteel.com http://www.tcs.com htt // t http://www.tatapower.com http://www.tajhotels.com http://www tajhotels com http://www.tatachemicals.com http://www.tatarefractories.com http://www tatarefractories com http://www.titanworld.com http://www.tatatea.com/tata_coffee.htm http://www tatatea com/tata coffee htm 25 Thank you! Questions? [email protected] 26