Knowledge Management at Infosys Technologies
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Knowledge Management at Infosys Technologies
In a paragraph, relate B2B to the four P’s of marketing (product, price, placement, promotion). Then, describe a B2B exchange and identify how it demonstrates the four P’s. Prepare your response in 200 words and respond to two other learners.
BtoB Magazine
http://www.btobonline.com/
Knowledge ManagementRead Case 6.1, EC Application – Knowledge Management at Infosys Technologies. Identify the knowledge management cycle, found in exhibit 6.6, in this case, applying each entity such as create, capture, refine, etc. to the case and briefly explaining each one. Then, explore the broader question of how knowledge management is related to e-commerce. Prepare your response in 200 words and respond to two other learners.
Case Study:
CASE 6.1 EC Application: KNOWLEDGE MANAGEMENT AT INFOSYS TECHNOLOGIES
The Problem
Infosys Technologies, a global software services company based in India, is a worldwide leader in outsourcing. With over 23,000 employees and globally distributed operations, Infosys develops IT solutions for some of the largest corporations in the world. During the past 10 years, Infosys has experienced annual growth of 30 percent. Infosys faced a challenge of keeping its large employee base up-to-date, staying ahead of both its competitors and clients, and ensuring that the lessons learned in one part of the organization were available to its consultants so they could reuse the knowledge accumulated in the company. The company’s motto is “Learn once, use anywhere.” The company’s vision is that every instance of learning within Infosys should be available to every employee. But how does an organization turn such a vision into a reality?
The Solution
Infosys Technologies’ effort to convert each employee’s knowledge into an organizational asset started in the early 1990s and extended well into the first decade of the 2000s.
In the early 1990s, Infosys launched its bodies of knowledge (BOK) initiative, which involved encouraging employees to provide written accounts of their experiences across various topics, such as technologies, software development, and living abroad. These experiences were then shared in hard-copy form with all other employees. This early effort ballooned into a full-fledged KM effort supported by e-mail, bulletin boards, and various knowledge repositories. In 1996, a corporate intranet was developed to make BOKs, in HTML format, easily accessible to all. In 1999, Infosys began an organization-wide program to integrate the various knowledge initiatives. A central knowledge portal was created, called KShop, and although the KM group developed the technology infrastructure, local groups were encouraged to maintain their own content on KShop.
The content of KShop consisted of different content types—BOKs, case studies, reusable artifacts, and downloadable software—each with its own homepage. Content was carefully categorized by the KM group to ensure that as the amount of content increased, it would still be possible for people to quickly find what they needed.
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In early 2000, Infosys appeared to have a very functional KM system, and yet patronage by employees remained low. The KM group therefore initiated a reward scheme to increase both use and contribution. The scheme gave employees who contributed to KShop knowledge currency units (KCUs) that could be accumulated and exchanged for monetary rewards or prizes.
As you can see, KM initiatives are much more than the implementation of technology tools to allow employees to create or document knowledge. Infosys’s KM initiatives involved processes to organize knowledge, to categorize knowledge, and to rate knowledge usefulness, as well as strategies to encourage knowledge sharing and reuse.
The Results
Within a year of the introduction of the incentive KCU scheme, 2,400 new knowledge assets had been contributed to KShop by some 20 percent of Infosys’s employees. However, as the volume of content increased, so, too, did problems relating to finding the needed information. Moreover, the heavy growth in contributions taxed the limited number of volunteer reviewers, who served an important quality-control function. The KM group therefore modified the KCU incentive scheme. It developed a new KCU scheme that rated the usefulness of knowledge from the perspective of the users of the knowledge, rather than the reviewers. And, to increase accountability, the KM group requested tangible proof to justify any high ratings. Finally, the KM group raised the bar for cashing in KCU points for monetary awards.
Questions
- Why are consulting organizations interested in KM?
- Identify the KM cycle in this case.
- Why is a reward system beneficial? Compare the old and new reward systems.
- Why was using a single portal beneficial?
Knowledge Management at Infosys Technologies
RUBRIC
Excellent Quality
95-100%
Introduction 45-41 points
The background and significance of the problem and a clear statement of the research purpose is provided. The search history is mentioned.
Literature Support
91-84 points
The background and significance of the problem and a clear statement of the research purpose is provided. The search history is mentioned.
Methodology
58-53 points
Content is well-organized with headings for each slide and bulleted lists to group related material as needed. Use of font, color, graphics, effects, etc. to enhance readability and presentation content is excellent. Length requirements of 10 slides/pages or less is met.
Average Score
50-85%
40-38 points
More depth/detail for the background and significance is needed, or the research detail is not clear. No search history information is provided.
83-76 points
Review of relevant theoretical literature is evident, but there is little integration of studies into concepts related to problem. Review is partially focused and organized. Supporting and opposing research are included. Summary of information presented is included. Conclusion may not contain a biblical integration.
52-49 points
Content is somewhat organized, but no structure is apparent. The use of font, color, graphics, effects, etc. is occasionally detracting to the presentation content. Length requirements may not be met.
Poor Quality
0-45%
37-1 points
The background and/or significance are missing. No search history information is provided.
75-1 points
Review of relevant theoretical literature is evident, but there is no integration of studies into concepts related to problem. Review is partially focused and organized. Supporting and opposing research are not included in the summary of information presented. Conclusion does not contain a biblical integration.
48-1 points
There is no clear or logical organizational structure. No logical sequence is apparent. The use of font, color, graphics, effects etc. is often detracting to the presentation content. Length requirements may not be met
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