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Knowledge Management Case Study Infosys News

 

Germany, Sweden, Belgium, and Australia. In 2000, Infosys crossed $200 Million in annual revenue. In2004, Infosys crossed US $1 Billion in annual revenue. In 2006,Infosys completed 25 years of itsexistence and its revenues crossed $ 2 billion. Today Infosys has more than 50,000 employees and haspresence in more than 20 countries across the world. Its corporate headquarters is in Bangalore.

Major Achievements of Infosys

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First Indian company to be listed on NASDAQ 

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First company to be awarded the "National Award for Excellence in Corporate Governance"conferred by the Government of India in 2000.

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Rated Best Employer of India in a study by Business Today-Hewitt Associates in 2001.

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First rank in the Business World's survey of "India's Most Respected Company" in 2002.

Knowledge at Organization level

Infosys provides consultancy and software services worldwide to Fortune 500 companies. Itexecutes nearly 1,000 software projects at any given point in time in diverse areas such as telecom,manufacturing, insurance, finance, and so forth. Needless to say, managing knowledge at Infosys is ahuge challenge. Until late 2000, Infosys restricted KM to certain pockets within the company. Then, itbegan a KM initiative with a steering committee that had presentation from the Board of Directors andsenior management. Currently, there are approximately eight full-time people designated as brandmanagers who help build and maintain the KM infrastructure. A central pool created for this purposefunds the majority of the KM costs. However, for project-level KM, the software project bears the costtypically 2 to 3 percent of the total cost .Infosys manages organization-wide knowledge using threecentrally operated knowledge repositories: the Knowledge Shop (K Shop), Process Asset Database, andPeople Knowledge Map. Infosys built the K-Shop architecture on Microsoft site server technology, andall employees can access it through a Web interface. The company encourages people to submit papersrelated to technology, domain, trends, culture, project experiences, internal or external literature, andso forth. They can submit the articles in any format that the Web supports (for example, HTML orWord), and Company designed templates for various content types to ensure uniformity. In addition,the K-Shop has an excellent search facility that offers search through multiple parameters. K-Shopdocuments are available to all Infosys employees and are segregated based on the users selectedkeywords and content type.Because only a few employees write their experiences in the form of a paper, a LAN systemcalled the Process Asset Database captures the as is project deliverables. This contains projectartifacts such as project plans, design documents, and test plans. Users can search the documents based

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IBS Center for Management Research (2006)
The case presents the knowledge management (KM) practices of Infosys Technologies, one of the leading software companies based in India. Infosys was inducted into the Global Most Admired Knowledge Enterprises (MAKE) Hall of Fame in the year 2005 due to its innovative KM initiatives. Since its inception, Infosys gave importance to learning in the organisation. Its efforts to assimilate and distribute knowledge within the company began with the establishment of the education and research department in 1991. The department began gathering content and knowledge that was available within the organisation and the scope of the department grew with the launch of intranet. A fully fledged KM programme began in 1999 with the launch of Kshop. Through Kshop, knowledge generated in each project across the global operations of Infosys was captured. The case also highlights the benefits reaped by Infosys using KM in its day to day operations. The case is structured to enable students to: (1) study the implementation of KM initiatives in a large IT (information technology) organisation; (2) examine the importance of organisational culture in successful implementation of KM initiatives; (3) evaluate different service and industry practices in the software industry; (4) understand the role played by top management in the KM efforts of a company; and (5) appreciate the need for developing intellectual capital for an organisation. The case is aimed at MBA / PGDBA students and is intended to be part of the knowledge, information and communications systems curriculum. The teaching note includes the abstract, teaching objectives and target audience, teaching approach, assignment questions, feedback of case discussion, references and suggested readings. It does not include an analysis of the case.
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