Mindtree’s Approach to Knowledge Management

II. Business Model and Strategic Plan Part I: Existing Business or New Business Division; Vision, Mission, and Value Proposition ………………………………6

Knowledge Management (KM) uses various ways to identify opportunities for improvement (OFI). What needs to be remembered is that KM improvements are not simple, they are in fact complex. “They must be integrated with changes in work processes in other units to yield benefits” (White & Griffith 2010, p. 334). Because important projects can take several years to complete it is important for KM to have a sophisticated planning process for continuous improvement. In order to have a successful

The four owners of the firm will specialize in each of the following management areas: marketing, finance, community relations, and human resources. Our qualifications as business students save us the costs of outsourcing management roles and keeping them internally. Furthermore, all four owners at the inception of the business will deputize as technicians.

Undoubtedly, MindTree most influences the power of its community of communities in order to excel the power of knowledge sharing and collaboration

These are embodied in the employees and they are observed to ensure they input these values within their daily interaction with their co-workers, customers, or partners. One emphasis is to assure it becomes a habit and help the employees grow with improvement.

Therefore, in order to manage knowledge effectively, attention must be paid on to four key

A technologic approach to Knowledge Management has a much higher initial cost, is inherently more scalable, and can handle a much greater transaction volume than an unassisted knowledge worker. Technology in support of Knowledge Management isn’t necessary or even optimal in every instance. Technologies supportive of Knowledge Management can be applied successfully to organizations of any size; extensive investments in technology are generally practical only in medium-size to large companies. Perhaps the most significant way technology enables the KM process is that it can provide virtual meeting space for communities of practice.

To define what is Knowledge Management(KM), one should know what is knowledge first. Knowledge is different data and information. A data gives a specific fact; information is a collection of data that has been organized. Knowledge connects the information that has been given and create the context. For instance, “the third day of a week called Tuesday”, this is a data; “Tuesday is one of the weekdays” and “most people work on weekdays” are the information; Knowledge based on the the information, would suggests that “most people work on Tuesday.”

It has become explicit that knowledge management is not just another fad which has been hyped up by the management consultants and technology vendors. (Remenyi, 2004).It is not facile to implement knowledge management successfully; in as much as it offers. Knowledge management panaceas depending on technology have not produced convincing results considering that more money has been spent. Remenyi went on to say that knowledge management is far more than a technological issue and thus, what is really entailed is a rethink with a prominence on the people side of knowledge management and such approach is the use of a knowledge café.

The concept of Knowledge Management (KM) had introduced since 1990 (Koenig, 2012). The most quote definition about KM is Davenport (1994)’s definition, “Knowledge management is the process of capturing, distributing and effectively using knowledge”. More specifically, Duhon (1998) defined KM as “a discipline that promotes an integrated approach to identifying, capturing, evaluating, retrieving, and sharing all of an enterprise’s information assets. These assets may include databases, documents, policies, procedures, and previously un-captured expertise and experience in individual workers.”

The material uncovered in the results can provide managers of knowledge exchange and application processes with valuable information on how they may further promote knowledge transfer and application (Nesheim et al., 2011).

Before diving into the KMS too much, it is necessary to detail it for the understanding of our process and the rest of this paper. The KMS that we chose was a simple repetitive process containing four steps: creation & acquisition, organization & storage, distribution & sharing, and application & usage (Abdullah, Ibrahim, et al., 2008). From this cyclical system we are able to manage knowledge in many different ways, all of which are beneficial in some way and contribute to the overall ease of use and efficient nature that defines the KMS. Here are each of the steps explained:

10 PCSB ORGANIZATION STRUCTURE ...................... .... 11 4.2 FINANCIAL ...................................... .................. ... . 13 4.3 MARKETING ............................................................ 15 4.4 OPERATION MANAGEMENT

The concept of knowledge management (KM) was introduced early in 1990s, which include business administration, public policy, information systems management, library and information sciences. Knowledge Management became popular in the 1995 with the publication of The Knowledge- Creating Company written by Nonaka and Takeuchi.

Systems that can create and by developing knowledge repositories to motivate people and to provide content.