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 (ts.rangarajan@tcs.com)
Principal Consultant, Tata Consultancy Services Ltd., Chennai
J 21
Jun
21, 2010
© Tata Consultancy Services ltd.
18 June 2010
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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)
ƒ Conclusions
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Tata Group overview
Improving
p
g the qqualityy of life
ƒ India’s Largest Conglomerate - 93 operating companies
across 7 industry sectors
ƒ Represents Excellence & Integrity
ƒ Trusteeship Concept
ƒ Pioneering
g Spirit
p
ƒ Leaders in multiple businesses
ƒ Group turnover in FY 2009 of $70.8 billion (Rs 325,334
crores)
ƒ Over 350,000 employees, 3.5 million shareholders
ƒ Total Market Cap - Rs. 324,275 Cr ($ 69.26 bn.) as of 10th
June 2010
ƒ Operations
O
ti
iin more th
than 40 countries
t i across six
i
continents
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KM Journey in Tata Group..baby steps
ƒ “Tata Steel enters the new
millennium with the confidence of
learning and knowledge based
organization…..” 1999 vision
statement
ƒ 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
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3KM Strategies @ Tata Steel
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Knowledge Community Framework @ Tata Steel
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Recognition for KM initiatives @Tata Steel
ƒ 2009 MAKE award
ƒ 2008 MAKE award
ƒ 2007 MAKE award
ƒ 2006 MAKE award
ƒ 2005 MAKE awardd
ƒ 2004 MAKE award
ƒ 2003 MAKE award
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Tata Chemicals Ltd.
ƒ 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.
ƒ 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
ƒ 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
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KM at some other Tata Companies
ƒ Titan Watches – KM Portal,
CoPs like Manthan
ƒ Taj Group of Hotels – KM Portal,
g
CFS for customer knowledge
ƒ Tata Refractories – KM Portal
ƒ Tata Power – KM Portal
ƒ Tata Coffee – CoPs like
Manthan in plantations
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TCS an Overview
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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
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Knowledge Management @ TCS
Strategy
St
t
Implementation
Governance Model for
A i iti
Acquisition
Retention &
Growth of knowledge Assets
Initial
Intent
Initiative
Intelligent
Innovative
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KNOWMAX Homepage
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Collaboration in KNOWMAX
Industry /
Service Practices
Customers
Senior
M
Management
KNOWMAX Portal
Corporate
Functions
Relationships
Delivery /
Solution Centers
Communities
Geographies
Technology
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How is KM linked to Strategy?
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Tata Business Excellence Model
ƒ Introduced in 1995 , fashioned after the Malcolm Baldridge
A d
Award
ƒ Companies surpassing targets get the JRD QV award
ƒ Corporate Governance included in 2006
ƒ Focus is on GOALS, is not prescriptive wrt structure and
systems,
t
is
i adaptable
d t bl
ƒ Is a rigorous, data and facts oriented analytical framework
with
ith scoring
i system
t
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How does KM support operations?
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TKC Portal
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Sharing practices, processes across group
p
companies
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Sharing new trends & concepts across group
p
companies
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Knowledge transfer from TBEM high scoring
p
to new entrants
companies
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Ethics Counsellors’ community discussing “Ethical
Dilemmas”
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A medium for companies to explore areas of synergy
g Titan and Tata Refractories
eg.
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Knowledge sharing on similar processes eg. Tata
Metalliks & Tata Steel
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Conclusions
ƒ KM initiatives in Tata Group penetrating in group companies
ƒ Implementation experience has many learnings
ƒ KM has led to TKC
ƒ KM has strategic focus through TBEM and is enabled by IT
for operations
ƒ TCS has created a KM practice with KM relevant
competencies
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Links
ƒ http://www.tata.com
ƒ http://www.tataquality.com
htt //
t t
lit
ƒ http://www.tatasteel.com
ƒ http://www.tcs.com
htt //
t
ƒ http://www.tatapower.com
ƒ http://www.tajhotels.com
http://www tajhotels com
ƒ http://www.tatachemicals.com
ƒ http://www.tatarefractories.com
http://www tatarefractories com
ƒ http://www.titanworld.com
ƒ http://www.tatatea.com/tata_coffee.htm
http://www tatatea com/tata coffee htm
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Thank you!
Questions?
ts.rangarajan@tcs.com
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