Formatted Report

A Road Map for MAKE Award in
Knowledge Management for NTPC
Submitted By:
Akshata Shakargaye
PGDM (HR) - 2013-15
BIMTECH
Under the Guidance of:
Dr. A.P. Dash
Mr. Raghvendra Prasad
Prof Jaya Gupta
i
A project report on
A Road Map for MAKE Award in Knowledge

Management for NTPC
Submitted by:
Akshata Shakargaye
13DM020
Carried out at:

NTPC, PMI
Noida
In fulfillment of the requirements of Summer Internship Project of

Post Graduate Diploma in Management
At
Birla Institute of Management Technology
(2013-2015)
Faculty Guide Industry Guide
Prof. Jaya Gupta Dr. A.P. Dash
Professor AGM
BIMTECH NTPC-PMI, Noida
ii
Table of Contents
Section Page No.
Table of figures……………………………………………………………….
Table of graphs………………………………………………………………..
Faculty Mentor Certificate……………………………………………………
Company Certificate…………………………………………………………
Letter of transmittal…………………………………………………………
Letter of Authorization………………………………………………………
Acknowledgement…………………………………………………………….
Executive Summary…………………………………………………..........11
1. Introduction……………………………………………………………...…12
1.1 KNOW Network……………………………………………..…...........12
1.1.1 Services…………………………………………………..............12
1.2 MAKE Study………………………………………………………..…13
1.2.1 National MAKE Awards………………………………………....13
1.2.2 Methodology……………………………………………………..14
2. Literature Review…………………………………………………………..16
3. Conceptual Framework…………………………………………………...21
3.1 Creating and sustaining an enterprise knowledge-driven
culture………………………………………………………………….21
3.2 Developing knowledge workers through senior management
Leadership……………………………………………………………...23
3.3 Creating and delivering knowledge-based products/services/
Solutions…………………………………………………….…………25
3.4 Maximizing enterprise intellectual capital ………………………….....26
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3.5 Creating and sustaining an environment for collaborative
Knowledge sharing…………………………………………………….28
3.6 Creating and sustaining a learning organization…………………...…..29
3.7 Creating value based on stakeholder knowledge……………………..31
3.8 transforming enterprise knowledge into shareholder/stakeholder
value……………………………………………………………………31
4. Corporate Best Practices……………………………………………...……32
4.1 Tata Steel………………………………………………………………32
4.2 Titan Industries…………………………………………………..…….37
4.3 Eureka Forbes………………………………………………………….40
4.4 HCL Technologies……………………………………………………..42
4.5 Larsen & Toubro Hydrocarbons……………………………………….45
4.6 Infosys…………………………………………………………...……..47
4.7 Wipro Technologies………………………………………………….56
5. Data Analysis…………………………………………………………….59
5.1 Average and Kurtosis…………………………………………………..59
5.2 Factor Analysis……………………………………………………...…71
5.2.1 Initial Analysis………………………………………………...…71
5.2.2 Understanding results of Factor Analysis………………………..72
6. Conclusions………………………………………………………………...80
7. Recommendations………………………………………………………….81
8. Road Map…………………………………………………………………83
8.1 Getting Started………………………………………………………....84
8.2 KM Awareness and Attention………………………………………….84
8.3 Performing and Learning…………………………………………...….85
8.4 Expand and Support……………………………………………………86
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9. Bibliography…………………………………………………………….....87
Annexure 1: Questionnaire on NTPC as “A LEARNING ORGANIZATION”….89
Annexure 2: KNOW Network Membership form………………………………91
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Table of Figures
Figures Page No.
1. Creating a Knowledge-Driven Enterprise Culture………...........................…..........…..........24
2. Developing Knowledge workers through senior management leadership….........

…..............26
3. Creating and delivering knowledge-based products/services/solution…........

….....................28
4. Maximizing enterprise intellectual capital.……………….........

………..................................30
5. Creating & sustaining an environment for collaborative knowledge sharing….

…..................31
6. KM Strategies at Tata Steel ………………...................…........……………..

………............35
7. Community Framework at Tata Steel

……………………………..........................................36
8. Various Phases of KM at Tata Steel …………………………................................

…............38
9. KATS methodology for KM Strategy …………………….....................................

….............44
10. Wipro’s KM Journey …………………………………………………............................59
11. Wipro’s KNet Framework ………………………………………....................................58
12. KMO and Bartlett's Test…………………………….…...................................................72
13. Total Variance Explained …………………….…...........................................................73
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14. Communalities …………………………..........................................................................74
15. Scree Plot ……………………………………………………..........................................75
16. Rotated Component Matrix…………………………………………………..…………..76
17. Road Map………………………………………………………………………………...83
Table of Graphs
Graphs Page No.
1. Analysis of question 1………………….……………………………………………..61

2. Analysis of question 2…………………………………………………………………62
6. Analysis of question 6………………………………………………………………...64
10. Analysis of question 10…………………………………………………………….....66
11. Analysis of question 11………………………………………………………………..66
vii
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Summer Project Certificate
This is to certify that Miss Akshata Shakargaye, Roll No.13DM020, a student of PGDM has
worked on a summer project titled “A Roadmap for MAKE Award in Knowledge
Management for NTPC” after Trimester-III in partial fulfillment of the requirement for the
Post Graduate Diploma in Management programme. This is her original work to the best of my
knowledge.
Date: ___________ _____________

Prof. Jaya Gupta
BIMTECH SEAL
ix
Letter of Transmittal
Birla Institute of Management Technology,
Plot no. 5, Knowledge Park-II, Institutional Area,
Greater Noida (NCR), U.P. – 201306,
Date: June 25, 2014

Dr. A.P. Dash
AGM
NTPC-PMI
Sector 16A, Noida
Dear Sir,
Subject: Summer Project Report
Attached herewith is a copy of the report entitled “A Road Map for MAKE Award in Knowledge
Management” which I am submitting in order to mark the completion of my summer project at
your organization. This report was prepared by me using the best of practices and summarizes
the work performed on the project and is being submitted in partial fulfillment of the
requirements for award of diploma.
I would like to mention that the overall experience with the organization was very enriching, and
helped me to know how work is carried out in real practice. I feel honored that I got an
opportunity to work with NTPC, a company of great repute.
I hope I did justice to the project and added some value to the organization.
Suggestions/comments would be appreciated.
Yours Truly,
Akshata Shakargaye
x
Letter of Authorization
I, Akshata Shakargaye, a student of Birla Institute of Management Technology (BIMTECH),

hereby declare that I have worked on a project titled “A Roadmap for MAKE Award in
Knowledge Management for NTPC” during my summer internship at NTPC., in partial
fulfillment of the requirement for the Post Graduate Diploma in Management program.
I guarantee/underwrite my research work to be authentic and original to the best of my

knowledge in all respects of the process carried out during the project tenure.
My learning experience at NTPC, under the guidance of Dr. A.P. Dash, AGM (PMI) and Mr.
Raghvendra Prasad, Senior Faculty (PMI) has been truly enriching.
Date: June 25, 2014 _______________

(Akshata Shakargaye)
xi
Acknowledgement
I would like to gratefully acknowledge the contribution of all the people who took active part and
provided valuable support to me during the course of this project. To begin with, I would like to
offer my sincere thanks to Dr. A.P. Dash, AGM (PMI) and Mr. Raghvendra Prasad, Senior
Faculty (PMI), for giving me the opportunity to do my summer training at NTPC. Without their
guidance, support and valuable suggestions during the research, the project would not have been
accomplished.
My heartfelt gratitude also goes to all the entire HR team for their co-operation and willingness
to answer all my queries, and provide valuable assistance.
I also sincerely thank Prof. Jaya Gupta, my faculty mentor at BIMTECH, who provided
valuable suggestions, shared her rich corporate experience, and helped me script the exact
requisites.
Last, but not least, I would like to thank all the employees for sharing their experience and giving
their valuable time to me during the course of my project.
xii
Executive Summary
This study aims to create a road map for MAKE Award in knowledge management for NTPC.
Amongst the MAKE framework of eight knowledge performance dimensions, sixth parameter
which is “creating and sustaining a learning organization” was found to be a good dimension for
NTPC to apply for the award. After conducting the survey it was observed that though NTPC is
good at some factors of a learning organization, it still needs to excel in them and improve
continuously on the weak areas.
Major Findings: NTPC possesses a number of the key elements of a successful learning
organization that will thrive if nourished and supported. The organizations atmosphere is open
and supportive of learning but is lacking in systems and structures to support this. The leadership
within the organization is encouraging of learning. By focusing on specific elements of learning,
the organization will be able to leverage improvement in a number of areas that will support
learning in the organization.
Conclusions: The major factors which lead NTPC to be a learning organization were derived
to be Encouraging performance planning, Learning strategies for continuous improvement,
Promoting a learning culture, Leaders as designers, Developing Personal Mastery. The
recommendations are given on the basis of weak areas observed in the above stated factors.
Major Recommendations: Developing NTPC into a learning organization by creating a

culture of knowledge sharing through the establishment of learning goals and a learning strategy
for the organization is recommended. Some informal strategies of learning should be adopted
which may include mentoring, job shadowing, cross training, cross function committees. The
employees need to be incentivized to share knowledge and it should be tied to their performance
appraisal. Public display boards and notices can be used at the work place, café, and corridors to
recognize contributions, share process knowledge and to popularize the KM portal. Conducting
campaigns to increase awareness on KM portal is recom
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1. Introduction
The field of KM as we know it today is still relatively immature, given that its growth largely
took place in the 1990s. It is therefore remarkable, in a sense, that Teleos, in conjunction with
the KNOW Network, announced a series of annual awards for achievement in KM. These
awards seek to recognize outstanding achievements by most admired knowledge enterprises
(MAKE). These MAKE awards may be the closest that is available currently to measure
world-class performance in the KM field.
1.1 KNOW Network:

The KNOW Network is a global Web-based professional knowledge sharing network. Its
principal aim is to help organizations create the best possible level of performance across the
organization by building on the know-how and skills of world-class knowledge-driven
enterprises. The KNOW Network focuses exclusively on helping organizations identify,
adopt, manage and improve specific Knowledge Best Practices, ranging from accelerating
Innovation through to increasing Intellectual Capital to managing Talent to creating
a Learning Organization.
1.1.1 Services
The annual membership fee of $2995 US Dollars [€1895 Euros or £1595 UK Sterling]
(membership fee inclusive of VAT for UK-based subscribers) gives members in The KNOW
Network the comprehensive Internet resources and benefits listed below through 24/7 access
to the proprietary, secure KNOW Network Website. Up to 100 employees – located
anywhere in the world – can take full advantages of The KNOW Network as part of an
organizational membership. Membership includes:
• Access to proprietary Most Admired Knowledge Enterprises (MAKE) research since
1998, including findings, metrics and analyses for the Global, Americas, Asian, European,
Brazilian, Indian, Iranian and Indonesian studies. KNOW Network members who are
MAKE Winners or Finalists receive a customized report, including their individual rankings
and analysis.
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• Enterprise MAKE Assessment for rapidly assessing the commitment and maturity of an
organization's knowledge strategy. It is based on the MAKE framework consisting of eight
knowledge performance dimensions.
• Organizational Knowledge Audit for rapidly assessing the strengths/weaknesses of an
organization's knowledge strategy. It is based on The KNOW Network's taxonomy of over
150 knowledge processes.
• Electronic TKN Alert service delivering the latest Best Practice knowledge management
news, research and resources directly to your e-mail address.
• KNOW Network Management First Digital Library containing full access to over 20 key
journals in the areas of knowledge management, intellectual capital, innovation,
organizational learning and business excellence, plus business reports, interviews, analysis
and editorial opinion.
• Case Study Library of leading knowledge enterprises and their knowledge management
strategies and approaches.
• RSS on a range of knowledge sharing and collaboration topics.
• A proprietary, secure database of KNOW Network member organizations, containing their
Best Knowledge Practices in more than 150 knowledge process capabilities.
• The Knowledge Center with the latest news, summaries of market research and surveys,
links to essential resources, and much more.
1.2 MAKE study:

The Most Admired Knowledge Enterprises (MAKE) study was established to recognize
those organizations which are leaders in transforming enterprise knowledge into stakeholder
value. Besides the global MAKE study, there are regional MAKE studies conducted for the
Americas (North, Central and South America), Asia and Europe (including the Middle East
and North Africa), as well as national MAKE studies conducted in partnership for Brazil,
China, Hong Kong, Indonesia and Iran.
1.2.1 National MAKE Awards:

Teleos grants each MAKE partner exclusive rights to conduct their national MAKE
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study. There is a single category for the national MAKE Awards. Individual company
/ division / business unit / agency. The nomination and selection process for the
national MAKE studies, administered by Teleos’ MAKE partners, is designed to meet
national requirements and may vary slightly from country to country. Each year the
top national MAKE Winners automatically become eligible to participate in their
regional MAKE study.
A panel of senior executives and knowledge management / innovation / intellectual

capital / organizational learning experts selects organizations based on the MAKE
framework of eight knowledge performance dimensions, which are as follows:
1. creating and sustaining an enterprise knowledge-driven culture

2. developing knowledge workers through senior management leadership
3. creating and delivering knowledge-based products/services/solutions
4. maximizing enterprise intellectual capital
5. creating and sustaining an environment for collaborative knowledge sharing
6. creating and sustaining a learning organization
7. creating value based on stakeholder knowledge
8. transforming enterprise knowledge into shareholder/stakeholder value
1.2.2 Methodology
The Most Admired Knowledge Enterprises research program is based upon the
Delphi research technique - a perception-based forecasting tool. The Delphi
methodology involves a panel of individuals who have expert knowledge of a specific
subject or issue. The panel is asked a series of specific questions over several rounds.
After each round of responses, individual opinions are shared, allowing each panel
member to learn what the other experts think. Discovering other experts’ opinions
helps to reinforce those in agreement, and to influence those who did not initially
agree to possibly consider other factors. In the next round, the experts revise their
estimates, and the process is repeated, usually for no more than three or four rounds.
The Delphi method promotes unbiased exchanges of ideas and discussion and usually
16
results in a convergence of opinion. It is one of the best approaches to forecasting
long-range trends and opinion.
The senior executives participating in the national MAKE research are aware of the
strengths and weaknesses of competitors and peers across the eight knowledge
dimensions based mainly on their knowledge of organizational strategic performance.
On the other hand, the knowledge management / innovation / intellectual capital /
organizational learning experts tends to have a greater understanding of enterprise
knowledge strategies and best practices at the knowledge process level. Therefore, the
two components of the national MAKE panel complement each other.
In the Global MAKE study there are three rounds of consensus building. In the first
round, members of the expert panel nominate Parent Organizations (profit, non-profit
and public sector) located anywhere in the world. In the second round, each member
of the expert panel selects a maximum of three knowledge-driven Parent
Organizations from the list of nominations. Those Parent Organizations selected by at
least 5% of the expert panel members are recognized as Global MAKE Finalists. In
the third and final round, the Global MAKE Finalists are ranked against each of the
eight knowledge performance dimensions which form the MAKE framework.
National MAKE studies begin in February of each year and MAKE Winners are
announced beginning each July.
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2. Literature Review
Creating and sustaining an enterprise knowledge-driven culture:
“Establishing a successful knowledge driven culture” – published by ark group
The establishment of a knowledge-driven culture is considered to be the ‘holy grail’ of any

knowledge management (KM) strategy. However, moving beyond a KM programme which
nominally encourages knowledge sharing, and creating an environment whereby employees feel
compelled to share information and expertise, represents a considerable challenge. This report
explores what a knowledge sharing culture is, and the ways in which it can be established,
fostered, and developed within an organisation. One expert contribution in this report identifies
the key behavioural factors which drive a learning culture, and explains how these have been
developed into a means of assessing a company’s capacity for collaborative learning.
A.John Orzano, Alfred F. Tallia, Claire R. Mclnerney, Reuben R. McDaniel Jr.

Benjamin F. Crabtree, “Strategies for developing a knowledge-driven culture in
your practices”
This article describes how to foster effective knowledge management in practice. It has identified
a number of key contributors to practice a knowledge driven culture. These follow simple
strategies like:
 Facilitate talk- create a physical environment that facilitates the sharing of information
among all members of the practice.
 Allow time and space for reflection and discussion.
 Encourage trust and risk taking.
 Encourage action- empower employees to put knowledge into action.
 Capture and disseminate knowledge using tools developed with input from users.
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Developing knowledge workers through senior management
leadership:
Mette Monsted, “New leadership roles towards knowledge workers”
This article shows the relationship between management and the knowledge workers,
representing a structure, where the managers’ dependency on knowledge workers is very as
replicability and explicitation of knowledge are difficult. It suggests that management of
knowledge workers is a delicate balance between motivation and co-ordination. Knowledge
workers are defined as highly educated professionals, which is a quite normal way of defining
knowledge workers (Alvesson 2001 p.863, Davenport & Prusak 1998, Newell et al. 2002).
Management is knowledge intensive firms is less a position than action, stressing the ability to
facilitate and create the context and motivations to create knowledge intensive products. For
successful development a joint communication platform should exist, and the leader should
manage to constitute an accepted social platform for power. Trust is another important
componenet identified for a leader.
Creating and delivering knowledge-based

products/services/solutions:
Proceedings of the Second International Conference on “Technology and

Innovation for Knowledge Management, “India, 12–14 February 2008.
In chapter 2, an attempt has been made to bring out the major knowledge management issues that
will need to be harnessed in the fast-changing and fast-growing Indian economy. Technology
and innovation will be the crucial players in the knowledge economy in order to achieve India’s
national objectives.
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Maximizing enterprise intellectual capital:
Dr. Nick Bontis, “Assessing knowledge assets: A Review of the Models Used to
Measure Intellectual Capital”
This paper reviews the literature pertaining to the assessment of knowledge assets. Since
knowledge assets are at the crux of sustainable competitive advantage, the burgeoning field of
intellectual capital is an exciting area. Unfortunately, the measurement of such intangible assets
is difficult. A variety of models have surfaced in an attempt to measure IC and this paper aims to
highlight their strengths, weaknesses and operationalizations.
Creating and sustaining an environment for collaborative

knowledge sharing:
Susan Van Gelder, September 2011 “The effectiveness of knowledge sharing and
collaboration in creating high performance work teams”
The study analyzes the feedback and data extracted from employees of the organization in
developing a plan or model to encourage knowledge sharing among employees to create high
performance work teams. The research measured the effectiveness of leaders in promoting
knowledge sharing, what influence if any, would a specific company plan or model to promote
knowledge sharing have on the morale and behavior of its employees, what do employees
perceive are the barriers to creating a culture of knowledge sharing, and how are those
perceptions related to the demographics of the respondents.
Creating and sustaining a learning organization:
Rebecca Cors, May 5th, 2003, “What Is a Learning Organization? Reflections on

the Literature and Practitioner Perspectives”
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The capacity to continually learn and adapt is essential for the success of organizations in today’s
rapidly changing world. Becoming a Learning Organization is seen by many as the answer to this
challenge. Where did the concept of a "learning organization" originate? Who helped create and
disseminate this concept? What are the landmark publications that changed the thinking in the
1990s? Also highlighted in this section is description of the fundamental shift in learning
approaches in the latter half of the 20th century that has given rise to exiting new fields like
organizational learning
Sharon j. Confessore, “Building a learning organization: communities of practice,

Self-directed learning, and continuing medical education”, The journal of
continuing education in the health professions, volume 17. Pp. 5-11.
Learning organizations may provide a mechanism by which physicians can meet the challenges
currently occurrin . Learning organizations are generative; they are responsive and have been
used effectively during times of rapid change and in chaotic, highly competitive environments.
This paper describes the learning organization and discusses how self-directed learning and
communities of practice provide the beginnings for the establishment of a learning organization.
Creating value based on stakeholder knowledge:
Andreas Riege and Nicholas Lindsay, (2006), “Knowledge management in the

public sector : stakeholder partnerships in the public policy development,”
Journal of knowledge management, VOL.10 NO. 3, pp. 24-39
How knowledge management theories and frameworks are applied in the public sector is not
well understood. This paper aims to identify core issues and challenges that governments face in
delivering effective public policy, particularly challenges presented by increasing community
expectations, and to highlight the importance of developing public policy via knowledge-based
partnerships with its stakeholders. The main discussion examines some issues, challenges and
21
opportunities in public policy developments and proposes some practical models to assist
governments develop and capitalize on more effective knowledge-based stakeholder
partnerships.
Transforming enterprise knowledge into shareholder/stakeholder

value:
Bo Zhan, Zhuquan Wang, December 2011, “Enterprise value creation and value
sharing based on sustainable growth”, International journal of innovative
management, information & production, volume 2, number 4.
With the transformation of economic form from industrial economy into economy based on
knowledge and the transformation of enterprise’s nature from “economic man” into “social-
ecological-economic man”, enterprise’s sustainable growth becomes a more complex task. The
objectives of the company should be derived by balancing the conflicting claims of the various
'stakeholders' in the firm, and maximizing the profit of stakeholders. In this paper, analysis on
how to rationally and effectively create value and share from the levels of enterprise, value chain
and value network for stakeholders, and eventually realize the sustainable development of
enterprises through implementation of business strategy.
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3. Conceptual Framework
Knowledge Management is not just about managing knowledge. One cannot directly manage
knowledge, which is embedded in the body and mind. The better term is “knowledge based
management”. It is not just a management tool but a theory for the new paradigm of the
knowledge economy. Peter Drucker said, “Knowledge is the only meaningful resource today.
Knowledge is the most important asset of an organization to create value and hence, sustainable
competitive advantage.
Teleos looked very carefully at what characteristic create a knowledge driven organization. They
studied successful companies and looked at various models, theories and frameworks that were
being developed. They concluded that there were eight criteria present in all highly-successful
knowledge-driven organizations. These are the activities, characteristics or criteria that set the
leading companies apart from their competitors. The framework and approach are slightly
different for each sector or type of business, but principles are the same. They are discussed in
detail below:
3.1 Creating a Knowledge-Driven Enterprise Culture:

The first characteristic that was found is the culture of the organization. Knowledge
management is a challenging developmental process, requiring a long term and integrated
approach to changing employee attitudes, gaining employee acceptance and sustaining
knowledge sharing in the workplace. Although organizations may publicly seek to encourage
knowledge sharing, employees may operate from a basis of self interest if the culture does
not strongly reinforce the knowledge values. An error of many organizations is to attend
more closely to the knowledge system than to the culture. Good systems do help, but they do
not lead to major systematic change unless they are allied to broader acceptance of the
principles and philosophy of knowledge management.
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When building an effective knowledge culture, organizations need to have a range of
strategies to ensure the values inherent in knowledge management are enacted by each
employee. Knowledge culture enablers are those strategies that contribute to the creation of
an effective and positive knowledge community. Knowledge culture enablers operate over
several levels of the organization. In particular they help align the core values, organizational
structures, systems and processes, and individual behavior to build a positive and effective
knowledge culture.
Core Values Structural Enacted Values Interaction with

Support Colleagues
Collaboration Organizational Models Quality of

Communication Structure Leaders interaction
Interaction Transparent Opportunities to Focus on
Innovation decision making collaborate interaction
Adaption Information access Encouragement to Team behavior
Learning Problem Solving collaborate Co-worker
orientation Communication interaction
Trust Channels
Knowledge is Human Resources
valued Management
Knowledge should
be shared
KNOWLEDGE CULTURE
Figure 1: Creating a Knowledge-Driven Enterprise Culture
Core Values: Core values are those values which are believed to be essential to the
organization’s growth and achievement of its goals. In the case of a knowledge community,
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these might include collaborative orientation, open communication, innovation, flexibility, a
learning orientation and a willingness to trust. The desired core values in the knowledge
community need to be identified, encouraged and monitored.
Structural support: Structural support describes the organizational structure, systems and
processes which the organization sponsors through resource allocation and public
affirmation. Structural support may include technological systems, human resource processes
and other forms of work-related infrastructure.
Enacted values: Enacted values are reflected in the actual practice. The real values
demonstrated in everyday activities are strong evidence of the real culture which operates,
and will be heeded either consciously or subconsciously by each member.
Interaction with colleagues: A further way of building the knowledge culture is through
interaction with colleagues. Individuals are strongly influenced by people with whom they
regularly interact. The quality and focus of that interaction play a major role in determining
the strength of the knowledge culture in the smaller community. Mentorship, team behaviors,
co-worker interaction and the presence of communities of practice all play a part in
developing the culture.
3.2 Developing knowledge workers through senior management

leadership:
The second characteristic is the nature of leadership. In most highly successful
organizations senior management teams are devoted to knowledge-driven activities. They
are the leaders; they are the inspiration. Inspiration from the top is very important. Many
organizations have created a post called the “Chief Knowledge Officer” (CKO) which
acts as a focal point and a way by which organizations can vividly demonstrate that
knowledge is a critical activity within the business.
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Leadership Outcomes
and strategy
Resources
Best
Practices/Processes
Roles of CKO in a public

Taxonomy sector organization
Knowledge-
sharing culture
Education
Communities of
practice
Tools and Incentives
Technology and rewards
Figure 2: Developing knowledge workers through senior management leadership
Michael earl remarks that CKOs are visionaries, able to see the big picture a CEO has in
mind (Earl, 1999). Also, they are entrepreneurs within the organization, getting things done.
CKOs must also possess a working knowledge of the tools and technologies to leverage the
extant intellectual base in organizations, though they are not necessarily technologists by
training. In sum their role is to create and maintain an environment and atmosphere within
which all workers deliver value to organization using existing and unexploited explicit and
tacit knowledge sources.
The most important personal attributes that you as CKOs must bring to the job are: passion,
patience, persistence, sensitivity, organizational savvy, smart, wise, life-long learner, “thick
skinned”, integrator, and depth and breadth of knowledge.
26
3.3 Creating and delivering knowledge-based
products/services/solutions:
The third area is innovation, which takes many forms. It could simply be new product
development that is taking current products, ideas or solutions and changing them slightly.
Alternatively an organization could be actually very innovative, spending 4 to 5 percent of its
annual sales on research and development. It is found as a characteristic that leading
companies in the knowledge economy are also innovative companies. Innovation is an
important area and certainly in the last few years is one of the key areas which differentiate
knowledge leaders from knowledge followers.
An innovation strategy is similar to a road map that assists an enterprise to articulate where it
is to go, and organizes the resource to get there. Key to developing an innovation strategy is
looking at knowledge as a resource. Knowledge and innovation are the key players in the
path of progress.
Articulating a knowledge-Innovation Strategy: The first step for an effective innovation

strategy is to make the process explicit. Most organizations expect innovation to come from
R&D, the function where new ideas are funded. With a global and interdependent
perspective of the enterprise, ideas can and must come from every function and external
stakeholders as well.
Based on several years of management systems research and application of core concepts in a
variety of academic, industrial, and government settings, the ten dimensions of management
strategy shown in the figure below have emerged as an excellent way to calibrate an
organization’s capacity to innovate.
27
Competetive Product/services
Positioning
Learning Strategic
Network Alliances
Education Market
training Image
Performanc Knowledge
e Metrics Leadership
Ten
Dimensions Computers/
Collaborative
communicat
Process of Innovative ions
Strategy
Figure 3: Creating and delivering knowledge-based products/services/solutions
3.4 Maximizing enterprise intellectual capital:

The fourth area is maximizing enterprise intellectual capital. This is a very difficult issue.
Most organizations are struggling with this type of management capability. Intellectual
capital can be the value of an organization’s brand or brands. It can be patents, copyrights,
trademarks, proprietary processes or those core capabilities of an organization which separate
it from its competitors or from other organizations. Companies are still coming to grip with
what intellectual capital they have.
Skandia is considered the first large company to have made a truly coherent effort at
measuring knowledge assets. Leif Edvinsson, the chief architect behind Skandia’s initiatives
developed a dynamic and holistic IC reporting model called the Navigator with five areas of
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focus: financial, customer, process, renewal and development, and human capital. According
to Skandia’s model the hidden factors of human and structural capital when added together
comprise intellectual capital. Human Capital is defined as the combined knowledge, skill,
innovativeness, and ability of the company’s individual employees to meet the task at hand.
It also includes the company’s values, culture, and philosophy. Human capital cannot be
owned by the company. Structural Capital is the hardware, software, databases,
organizational structure, patents, trademarks, and everything else of organizational capability
that supports those employees’ productivity - in other words, everything that gets left behind
at the office when employees go home. Structural capital also provides customer capital, the
relationships developed with key customers. Unlike human capital, structural capital can be
owned and thereby traded. Intellectual Capital equals the sum of human and structural
capital. According to Edvinsson and Malone (1997), IC encompasses the applied experience,
organizational technology, customer relationships and professional skills that provide
Skandia with a competitive advantage in the market. In sum, Skandia’s value scheme
contains both financial and non-financial building blocks that combine to estimate the
company’s market value shown below.
Figure 4: Maximizing enterprise intellectual capital
29
These assets - the knowledge of employees, customer and supplier relations, brand loyalty,
market position, and knowledge – must be nurtured and leveraged. Peter Drucker (1994) tells
that the chief source of competitive advantage is the knowledge of the organization’s
members. He points out that there is a mutual dependence – the company needs to serve and
nurture the knowledge worker while at the same time the knowledge worker needs the value
creating processes and infrastructure of the organization, as well as conversations with other
knowledge workers to unleash and leverage their knowledge.
Edvinsson (1997) in describing Skandia’s approach to measuring intellectual capital, relates

that we are now in a knowledge era that requires a knowledge economy. A major portion of
corporate investments now goes into knowledge upgrading or competence development
leading to human capital. Other investments go into the development of information
technologies devoted to value-added networks. He notes that an IT investment can initially
lead to a short term decrease in profits at the same time that the upgrading of IT enhances the
value of the organization.
3.5 Creating & sustaining an environment for collaborative

knowledge sharing:
The fifth area is creating a collaborative environment. Many companies spend considerable
resources to create IT platforms and ways to transform tacit knowledge into explicit
knowledge. Much of this particular area deals with technology, although there are very
simple tools such as After Action reviews, which Buckman Laboratories uses, which are very
powerful ways in which to learn and share best practices. In the early days of knowledge
management, this was an area where many companies worked very hard to differentiate
themselves. Today, it is almost facts that if an organization is not able to collaborate, share
and re-use knowledge effectively it will not be able to compete in its marketplace.
30
Regular
communication
across levels &
organizational
Knowledge units is
sharing is demonstrated Colleagues invite
actively
sharing and
encouraged by
learning
supervisors and
leaders
Employees are
Working
kept informed of
together is seen
events, issues
as a core activity
and innovations
Collaborative
Knowledge
cultures
Learning is
Openess, honesty
incorporated into
and concern for
the work
others is
community and
encouraged
practice
Innovative ideas
and solutions are New ideas are
developed welcomed and
through explored
combined efforts
People prefer to
work together
Figure 5: Creating & sustaining an environment for collaborative knowledge sharing
3.6 Creating and sustaining a learning organization:

Organizational learning is also a key characteristic of leading knowledge-driven
organizations. Organizational learning is on one hand the corporate memory, the
accumulated knowledge of how we do business. Moreover, it is being able to give employees
skills and competencies that allow them to be innovative, to be creative and to deal with
31
customers intelligently. So what one is trying to do in this case is not to follow the learning
curves but to actually anticipate them by having a workforce ready and able to deal with the
next problem or the next opportunity, and able to create the next product.
A learning organization is an organization skilled at creating, acquiring, and transferring
knowledge and at modifying its behavior to reflect new knowledge and insights. Learning
organizations are skilled at five main activities:
I. Systematic Problem Solving: The first activity rests heavily on the philosophy and
methods of the quality movement. Its underlying ideas include:
o Relying on scientific methods, rather than guess work, for diagnosing problem
o Insisting on data, rather than assumptions, as background for decision making
o Using simple statistical tools to organize data and draw references.
II. Experimentation: This activity involves the systematic searching for and testing of
new knowledge. Unlike problem solving, experimentation is usually, motivated
by opportunity and expanding horizons, not by current difficulties.
Experimentation and problem solving foster learning by pushing organizations up
the hierarchy, from lower to higher stages of knowledge.
III. Learning from past experiences: Companies must review their successes and
failures, assess them systematically, and record the lessons in a form that
employees find open and accessible.
IV. Learning from others: Of course not all learning comes from reflection and self-
analysis. Sometimes the most powerful insights come from looking outside one’s
immediate environment to gain a new perspective. Even companies in completely
different businesses can be fertile sources of ideas and catalysts for creative
thinking.
V. Transferring knowledge: For learning to be more than a local affair, knowledge
must spread quickly and efficiently throughout the organization. Ideas carry
maximum impact when they are shared broadly rather than held in a few hands. A
variety of mechanisms spur this process, including written, oral, and visual
reports, site visits and tours, personnel rotation programs, education and training
programs, and standardization programs.
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3.7 Creating value based on stakeholder knowledge:
The seventh area is creating value based on customer knowledge. This is more than just
customer satisfaction and customer information. This is an ability to create relationships with
customers. It is being able to understand how customers use a product, what their needs are
and what their expectations are. Organizations need to focus on the importance of tapping
into their hearts and minds to meet the needs of the customers. Creating value based upon
that is difficult, so if one can sell them a product one may sell them another product or a
combination of products. Creating value is that ability to understand the customers’ needs
and to create a large income revenue stream from a customer or customers.
Clear communication of policy outputs and outcomes to stakeholders, and attempts to

achieve those together in partnerships with stakeholders can be the starting point to
transforming relatively uncompetitive organizations into dynamic and knowledge-intensive
learning organizations. Organizations can form different types of knowledge-based
partnerships with stakeholders, ranging from a simple exchange of information through to
full collaboration, based on shared resources. Various types of partnerships create diverse
circumstances and opportunities for the people that participate (Barnes et al., 2003). It seems
that greater democracy and public accountability occurs with increasing collaboration.
3.8 Transforming enterprise knowledge into

shareholder/stakeholder value:
The seven criteria above are the input criteria we find within knowledge-driven
organizations. The eighth tends to be the output. It is the overall ability of the organization to
transform the knowledge and capabilities of its people and processes into either shareholder
wealth or some similar form of wealth creation. Many organizations are good at several of
the seven characteristics. They might be good at marketing, they might be good at product
development or they might be a learning organization. But it is extremely difficult to
integrate all seven of those such that the output of an organization’s abilities is maximized.
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4. Corporate Best Practices
4.1 Tata Steel:

 Tata Steel’s knowledge management initiative is driven by its corporate KM group which
attempts to cover all possible opportunities of knowledge generation in and outside the steel
works. The primary sources being:
 Day-to-day operation
 Learning from failure
 Published Papers by employees (National and International publications)
 Task Force/Consultant/Technical Groups
 Engineering Project
 Knowledge Sharing across the value chain
 Tata Steel defines its value chain as a connected series of internal and external organizations,
resources, and knowledge streams involved in creation and delivery of value to end
customers, It includes the organization’s suppliers and customers.
 In fact, one of the organization’s strategic goals is to develop value creating partnerships with
customers and suppliers.
 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.
 Tata Steel follows three strategies for managing organizational knowledge.
 Knowledge can be contributed either by an individual (codification) or a team or a group of
people (Personalization).
 The first two strategies enable capture and systematic storage of knowledge, whereas the
third strategy (Knowledge Diffusion) derives the benefit of replicating best practices
identified in the repository and thereby eliminating the ‘re-invention of wheel’.
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Figure 6: KM Strategies at Tata Steel
Knowledge Contribution by an individual (I)

All contributions are first sent to a set of subject matter experts to check their relevance,
correctness of information and utility to the company before being available in portal for public
usage.
Ask Author (I)

A user can put forth his/her queries to the author regarding any particular Knowledge Piece
through this route
Ask Expert (I & II)

A panel of experts is identified area-wise to answer queries of users from all corner of Tata Steel.
This feature directs the query to the relevant expert and thus helps the questioner in seeking his
answer. The queries also remain open for other users to attempt a reply.
Knowledge Usage (III)

Any employee can bring about intangible/tangible savings in related work areas by using an
existing knowledge asset
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Communities of Practice (II)
 To encourage knowledge sharing behavior in an informal manner, across the boundaries
of departments and divisions, various Communities of Practice or Knowledge
Communities are formed.
 Each knowledge community further consists of certain sub-communities which attempts
to focus on smaller functional areas.
 The knowledge communities continuously look for new bench marks, identify gaps, set
targets and strive to achieve them through experiments and best practice deployment.
 In the process, the new knowledge gathered is collected in the form of various K-
Products, such as, Best Practice Identification, Trial of new products, Experiments and
Best Practice deployment.
Figure 7: Community Framework at Tata Steel
Content Management (I)

 The knowledge repository of Tata Steel is not only huge in size, but also is rich in content
- thanks to the contribution of more than 15,000 employees.
 However, constant effort is put in to keep the knowledge base current and contemporary.
In order to do this, old knowledge pieces are archived and knowledge on similar subjects
are distilled.
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 In the process of knowledge distillation, members are encouraged to compile knowledge
pieces available in related areas and hence prepare a consolidated one which will contain
all relevant information at one place.
Other activities of Knowledge Communities (II & III)
 The diverse community structure requires knowledge sharing among the members to
ensure proper knowledge diffusion.
 Hence communities organize inter and intra community meetings at regular intervals
chaired by senior officials to discuss and share knowledge on aspects that affects both the
parties.
 These communities also organize seminars by inviting well-known experts in various
fields.
Involving shop-floor employees in KM
 A large number of employees in Tata Steel are deployed at the shop-floor. In a century
old company, these employees really possess a wealth of knowledge.
 In order to capture the tacit knowledge from shop floor and to facilitate horizontal
deployment of the same at all other locations, a new initiative named as Knowledge
Manthan (means churning) has been started in 2004.
 Realizing the rich dividend from its Knowledge Manthan initiative the Knowledge
management group has extended the idea of involving grass-root employees by launching
yet another initiative named ‘MASS’ in the year 2005. Many of the ideas captured
through Manthan are now being deployed through ‘MASS’.
KM Portal
 On the corporate intranet a KM Portal has been developed to communicate all KM

related matters across the company. It provides an online knowledge repository to the
users who can submit, search and use knowledge pieces available on it.
37
 The portal also provides a virtual forum where employees can invite and involve other
fellow employees or lead experts (specific to interested areas) to discuss and solve the
problems faced by them.
 Relevant Indian and international standards, quality system manuals, standard practices
and procedures also feature for ready reference of users.
Figure 8: Various Phases of KM at Tata Steel
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4.2 Titan Industries
C S Ramesh, Vice President IT & KM of Titan Industries and A C Chidanand, Divisional
manager IT & KM traced the company’s growth and KM initiatives. Titan’s KM initiative is a
blend of information, collaboration and communication. The combination of multi brand stores,
large format stores, precision engineering and fierce competition call for rapid learning across
the workforce.
KM at Titan was conceived of as a Tata group initiative in 2005, with formal launch of the portal
and related tools in 2006. The ERP SAP portal and process design were devised in such a way
that KM was not forced on people, but became a natural part of their work.
Titan’s KM vision is to institutionalize knowledge sharing; this is facilitated via vehicles like
portals, CoPs, and the internal Quest magazine.
All communication is handled via the portal, with minimal email to reduce information overload
and facilitate re-use. The portal also targets sales reps who have a lot of tacit knowledge about
their territories and business relationships, and are fairly mobile in terms of location.
The KM journey at Titan covers 100 odd departments, 1,550+ users, and 100+ business
processes. Though the watches and jewellery divisions are handled separately, Titan leverages
commonalities in process and function across the divisions.
Titan has designed a KM prioritisation matrix for operations and processes by parameters such as
specialisation, movement of people and business risk. Other factors for deciding
high/low/medium KM priority include geographic spread, and integration with departments
already on portal.
The 7 Pacts framework of KM at Titan covers products, process, people, performance, policies,
partners and projects. It is applied to assets, customers, technology and strategies at Titan. For
each of the 7 pacts, Titan mapped knowledge assets and processes for each department.
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KM covers a range of activities at Titan, including environmental initiatives, sharing customer
delight tips, and screen defect visualisation. Knowledge assets shared include market research
documents, spare part drawings, ISO documentation, retail manuals and brands standards.
Comments from engineering discussions to shop customers are entered in the KM portal, making
them ripe for browsing and analysis. The KM portal is also used for informal knowledge sharing
between sales staff (eg. for information on commutes) this draws them to formal sharing as well.
Sharing of knowledge is facilitated via cross-functional teams and virtual project rooms.
Customer reps document how they converted potential non-sales into sales; other sales reps can
browse through this and give more advice. Retailers are also given freedom to innovate; eg free
mehndi to get women to come into stores and try new watches. Some of these practices for
promoting watch sales can also be used for jewellery. The sales portal is used for heavy rapid
knowledge exchanges during festive seasons, eg. on use of elephants and camels as promotional
props! KM is also applied to revenue streams like service centres, via documentation of best
practices. The idea management initiative has anchors, sponsors and assessors for each set of
ideas.
Titan’s Innovation Bazaar drew over 300 entries last year, and more than 100 were selected.
Managers gave their teams time off from daily operational activities to participate in the
Innovation Bazaar. All finalists, not just winners, were showcased on the KM portal during the
Innovation Bazaar. Titan retains knowledge about inapplicable innovations, in case they can be
revisited later.
Titan also has a function called Innovedge, which is focused not on core R&D but on scouting
for existing technologies and apps in the market to see what can be tapped. A good example of
Innovedge in the watch section was the identification of USB watches.
CoPs at Titan cover activities ranging from retailing, customer service and showroom
to maintenance, quality and tool manufacturing. The quality CoP is very popular, and has cross-
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pollination across a range of domains in interesting and unanticipated ways. KM CoPs are used
by technicians as well as receptionists, and are enhanced during regional and functional meetups.
Interestingly, Titan did not institute awards or rewards for KM; the initiative was designed in
such a way that knowledge sharing was an expected and habitual behaviour, and not something
out of the routine. They also did not want to unnecessarily cause heartburn for those who thought
they should have won the award instead, explained Chidanand
The K-Community gatherings were organized. Quarterly reviews track business benefits and
gains from the KM initiative. Brand stories are circulated via the KM portal, which is also used
for tracking the competition. Titan’s artwork and creatives are documented and explained via the
portal. Titan has used social media like Facebook for conducting surveys; internal use of Wikis is
also on the KM roadmap.
Key lessons learnt, according to Chidanand, include synergising knowledge initiatives across
diverse sectors, eg. watches and jewels, in the case of Titan Industries. Seek out commonalities
in different domains and try to cross-pollinate where relevant, he advised.

Ensure that everyone has something interesting to update, upload or learn. Address key business
issues and workflow requirements through the portal, he added. Even the “simplest” kinds of
activities are ripe for knowledge sharing and improvement; for instance, tips on simple things
like effective colour coding of packages and parts are also good practices, observed Chidanand.

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4.3 Eureka Forbes
Knowledge Management function in Eureka Forbes was established in year 2001. Eureka Forbes
was one of the first Indian consumer goods companies to create a separate, high-level function to
manage enterprise knowledge and one of the pioneers of successfully implementing KM
practices in the non-IT sectors.
A separate intranet portal, called EuroShare was launched in August, 2002. 'People-Centric'
technology infrastructure EuroShare enables employees to unleash and leverage the expertise,
knowledge and experiences of colleagues and partners to meet business objectives are constantly
updated. Knowledge Management is one of the most exciting areas of business & expertise
engagement in the company. The collective expertise is used in fulfilling the organisation's
mission.
Few of the most successful features on Euroshare are LMS, Talk Live, Survey Options and
EuroSMS. And some of their successful KM programs are- Phone a Friend, EuroSenate, Annual
KM mega events such as Knowledge Olympics, Expedition Everest and EuroIPL which have
been appreciated by KM practitioners worldwide.
Technology – Open Innovation and Partnerships
Eureka forbes is a company with a progressive technology vision. They believe in “Open
Innovation” where new technologies, ideas and products from within and outside are constantly
explored, evaluated and wherever found suitable, adopted and implemented.
True to their “Friend for Life” corporate philosophy, their valued partners have grown with them
through mutually profitable win-win relationships. They have an unparalleled track record of
working with global technologies company, many in start-up stage, and their relationship has
transformed these small start-ups to independent large companies, for many of which, they
remain their major customer.
These attributes have helped Eureka Forbes earn the trust of partners over many years of
continuous and growing relationships. They bring solid market knowledge and entrepreneurial
42
zeal to take innovate technologies to market and have globally admired sales training programs
to disseminate the benefits of such innovative technologies across the selling chain.
One important mechanism it uses is the Euro Senate – a group of 8-12 employees, cutting across
functions, elected by all employees of the company every year. These eurosenators play the role
of a product council to solicit and pilot new product ideas. Many of these ideas come from the
field through interactions with customers.
Eureka Forbes is an obvious target for research institutions and companies trying to license out
new technologies. Eureka Forbes has taken special care to build a reputation as a good partner so
as to encourage more such enquiries to come their way. They have an open invitation for
technology partnerships on their website. Though Eureka Forbes takes different forms of formal
intellectual property protection to improve appropriability, the company believes in frequent
product introductions as a way of staying ahead. Their target is to achieve 20% of their revenues
from products launched within the last 5 years, but they are currently achieving a “new product
vitality index” of more than double that with 3 – 5 new product introductions every year in the
last 5 years.
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4.4 HCL Technologies
HCL has built capability and robust methodologies to offer Knowledge Management (KM)
services to its customers that enable them to transform into knowledge-enabled enterprises.The
Knowledge Management Consulting initiative at HCL offers customers to collect, organize and
utilize the enterprise knowledge base to achieve shared intelligence, improved performance,
competitive advantage and higher levels of innovation in their business operations.
HCL follows a four-phased approach (as shown in Figure) for preparing the KM strategy of an
organization. The KATS methodology provides a framework for assessment of customer's
current environment and paves the path for a complete KMS implementation in line with overall
business needs.
Figure 9: KATS methodology for KM Strategy
HCL is committed to creating transformational and innovative knowledge driven strategies going
forward. Employees’ passion for innovation doesn’t just create value for customers, but for
employees themselves. Taking into account challenges faced by project, sales and sales support
teams in their search for the right knowledge, content, and people, internal knowledge
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management and collaboration portals have been designed by the employees for the employees.
At HCL, With 85,505 employees spread across 31 countries, enabling knowledge sharing and
collaboration seamlessly across teams and boundaries becomes highly critical. ‘Arkmedes’ and
‘Wikiportal’ are two such platforms (based on Microsoft Office Sharepoint 2010) that were
created as a result of this need.
(a) Wikiportal
In September 2011, HCL emerged as one of the winners/top rankers of InformationWeek 500, an
annual listing of America’s most innovative users of business technology. The employee-driven
sales and sales support platform – WikiPortal was responsible for this win. When sales teams are
spending time searching for information, analysis, collaterals, and people, what they are not
doing is selling and building relationships with customers. At HCL, employees developed
WikiPortal to improve sales productivity, by connecting the global sales team with the right
information and people within minutes. How did they do this? Instead of purchasing an off the
shelf product and customizing it, the team decided to collaborate with HCL’s internal business
process re-engineering (BPR) team to develop this application on Microsoft Office Sharepoint
(MOSS 2010). This platform allowed access to structured and non-structured data through the
support of social and collaborative features such as tagging, wikis, blogs, discussion forums,
expertise locations, social networks, and more. So what has been the result? Sales productivity
has increased due to streamlining day-to-day business operations; over 80% of our sales force is
able to respond to customer queries faster and there is a 35% reduction in cycle time through
collaboration while responding to RFPs. Today the WikiPortal has approximately 5000 users
across sales and sales support teams, 1.2 million hits in a quarter and 2000 (average) unique
visitors in a day.
(b) Arkmedes
At HCL, unprecedented growth brought on the need for an organized knowledge management
system. But traditional Knowledge Management systems were complex, needed content
ownership, constant updates, maintenance and incurred considerable costs. Instead, our
employees decided to create a platform that would bring together people with similar interests,
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passion and ideas. What did this do? It created a hot bed of collaboration and innovation within
the organization. Not only that, these communities of passion had indirectly created a robust,
self-sustaining knowledge management portal that was driven by the very people who
contributed to it on a daily basis. Today arKMedes has 112 communities with over 24,000 daily
visitors, and 3 million hits per year with search volumes of over 2 million.
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4.5 Larsen & Toubro Hydrocarbons
Knowledge Management is an art of creating value from an organisation's intangible assets. It
involves an integrated approach to the creation, capture, retention, accessing, sharing and
leveraging of an enterprise's information assets for business gain.

Knowledge Management is one of the major Business Specific Initiatives (BSI) undertaken in
L&T Hydrocarbon, meant to harness the knowledge and experience of its people. It
encompasses a very massive task of integrating the vast resources of explicit knowledge and the
tacit knowledge in L&T Hydrocarbon. The integrated Knowledge Management system of L&T
Hydrocarbon is called KnowNet and is used for harnessing the tacit knowledge and experience
of the personnel involved in hydrocarbon project execution. It has following modules with focus
on specific aspect of Knowledge Management.

Knowledge On Line (KOL) - KOL is an application developed in-house with focus on
becoming a central repository of all project / proposal specific experiential learning and has the
prime objective to minimising efforts dissipated in re-learning, i.e., Learn once, Converting
personal knowledge to organisational knowledge and Leveraging organisational knowledge in
delivering business advantage to customer.

DocNet - L&T Hydrocarbon has a reliable document management system in DocNet based on
MOSS 2007 platform, which runs on an enterprise server. This web-enabled document
management system helps the various project teams to store their project specific documents
including drawings, specifications, manuals and correspondence in a secured environment. The
document management system helps users in the entire life cycle of the document right from
creation to the archival of the document. It is enabled to collaborate with Vendor,
Client,Licensor, PMC or any agencies who are outside the network of L&T Hydrocarbon.

Innovation Channel – This is a medium that gives opportunity to the people of L&T
Hydrocarbon to bring forth new ideas / suggestions based on what they have observed
elsewhere or read about in the areas of emerging technologies or just better ways of working.

Community Of Practice (COP) - A CoP is a team of people who are practitioners of a well-
defined knowledge domain who come together to capture, create and share relevant knowledge,
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in pursuit of business excellence.
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4.6 Infosys
Infosys defines knowledge management as “people, process, and technology directed towards
the harvest and reuse of organizational knowledge.” The company believes that all
organizational learning can be leveraged in delivering advantages to the customer and that all
Infosys employees (Infoscions) should have the full backing of the organization’s learning
behind them. Infosys’s knowledge management motto is “Learn Once, Use Anywhere!”
Infosys’s key objectives for knowledge management are:

• Better quality—taking best practices from small pockets in the organization and
institutionalizing them throughout the organization
• Better revenue productivity (reuse, cycle time reduction, virtual teamwork)— enabling the
company’s global delivery model and dispersed teams
• Reduced risk—diversifying into new technologies, domains, geographical areas, services, and
resource interchangeability
• Greater market awareness
• Higher revenue growth
• Increased customer satisfaction
The knowledge management program in Infosys has evolved in many ways to fulfill the
objectives of the organization:
1992: Body of knowledge (BOK)
1995: Online technical bulletin board
1996: Corporate intranet unveiled
1997: Online sales and marketing system introduced
1998: Project leader toolkit introduced
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1999: KM initiative formalized
People Knowledge Map (PKM)
2000: Publication process

Genesis of the KM identity at Infosys
Integrated KM portal launched
Satellite servers added at global locations
2001: KM road shows are conducted in different DCs (development centers)

KM DC Champions network identified
Launch of B and P activities
Integrated project management (IPM) tool integrated with the KM system
Employee skill system (ESS) integrated with the KM system
Electronic bulletin board integrated with the KM system
2002: Launch of KM in projects

Discussion forums Web interface launched
KM processes integrated with the delivery processes
KM prime role was introduced
Knowledge alliance is initiated
First KM road show in United States is hosted
Recognized as Asia’s Most Admired Knowledge Enterprise (MAKE)
2003: Launch of KM discussion forum anchors

Integration with IPM
Dedicated promotion space
Various communities of practice formalized across the organization
Recognized as the Globally Most Admired Knowledge Enterprise
(MAKE) and Asia MAKE
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2004: KM patrons network established, focusing on deployment at IBU (integrated business
units) level
KShop available on extranet
On-site presence strengthened
Data sharing on quarterly DC KM performance through KSTATS
(MAKE) and Asia MAKE
2005: KM for key accounts

KM metrics report for IBUs introduced
KM R&R program relaunched
KM benefits assessment initiated
RSS feeds launched
Increased focus on tacit knowledge sharing
(MAKE), Asia MAKE, and India MAKE
2006: Pilot for KM for IBUs

KM networks at DC piloted
Search engine reframed to use Microsoft SharePoint 2003 platform
Launch of Master Minds
Asia MAKE award and India MAKE award
2007 SME (subject matter experts) review of content mandated; new review process launched
Integrated deployment framework along with measurement and metrics formulated
KM newsletter launched
Publication workflow changed to incorporate mandatory review
Recognized as the Globally Most Admired Knowledge Enterprise (MAKE), Asia MAKE,
and India MAKE
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2008: Integration with IPM+ completed
(MAKE) and India MAKE
2009: (planned) My KShop, personalization for taxonomy and content types, to be launched;
PKM to be completely reframed; FRISCO delivery
BOK
In 1992, the education and research (E&R) department, which had the mandate of “empowering
people through knowledge,” was given the responsibility to set up an organization-wide
repository focusing on experiential learning. Body of knowledge (BOK) was implemented.
Infoscions contributed BOK material with a review mechanism to screen content, applicability,
and presentation aspects. A user-friendly template was set up to record experiential knowledge.
In 1997, it was reposted as a Web-based application with HTML content and made available to
staff through the intranet.
Technical Bulletin Board/Discussion Forum

In 1995, Infosys launched a companywide e-mail system and a technical bulletin board. The
bulletin board was a dynamic knowledge-sharing forum where employees could post queries and
offer/receive responses. Although the forum had no owner—and there was no imperative to
participate—it was still very active. Typically, a posted question would receive one or more
responses within minutes.
This is now known as the discussion forum. Today, the discussion forum is also called the
knowledge exchange, which brings in the collaborative feature by giving Infoscions an option to
post their technical queries and get responses in the most relevant technical forum.
SPARSH
In 1996, the companywide intranet “SPARSH” was in place, promoting the sharing of
knowledge. Most of Infosys information was posted to this companywide intranet functioning as
the central information portal. It consists of several thousand nodes spread throughout the global
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development centers (DCs) and marketing offices. Sparsh facilitated Geo, IBU, department Web
pages, and personal Web pages with bulletin boards, as well as technical discussions connecting
to other available knowledge mechanisms. Objectives included (a) motivation—making people
want
to share knowledge, (b) facilitation—making it easier to use, and, (c) awareness— making
people aware of the KM architecture that has been created and their roles in using it. Infosys has
tried to capture its knowledge base in a very intensive manner through this intranet.
GDM
The underlying framework for the new organizational structure was the global delivery model
(GDM). Infosys developed this model on the principle of distributed project management, that is,
executing the project at multiple locations with flawless integration.
Sales teams at each business unit would bid for software projects in their respective markets.
Once a project was landed, a technical team from the project delivery unit attached to that
business unit would travel to the client’s site to assess project requirements. Based on the project
requirements, a team would be assembled at the software development center attached to that
business unit to develop the software solution. Alternatively, if the project requirements dictated,
a virtual team would be assembled from multiple software development centers worldwide. After
the software was developed, the technical team would revisit the client to install the software as
well as handle maintenance and training-related issues.
GDM enabled Infosys to operate as a virtual corporation that could work across multiple time
zones on a twenty-four-hour work cycle. Other advantages included:
• Scalability—software engineers at all locations had access to organizational resources, helping
them respond swiftly to client requirements.
• Reduced cost of completing a project. The company pioneered the global delivery model
(GDM) for development of customized software solutions, which is based on the principle of
taking work where it can be done best, makes the most economic sense, and carries the least
acceptable risk. Infosys innovation with the globally distributed client work resulted in attaining
level 5 of the Capability Maturity Model ten years ago. It also has won the Most Admired
Knowledge Enterprise (MAKE) awards at the global level, Asian level, and Indian level for
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many years. However, all corporate functions, such as finance, planning, marketing, quality, HR,
education and research, and information systems, are based in Bangalore, India.
PKM
Infosys realized that because of the organizational growth, informal mechanisms for getting to
know experts were no longer adequate. In response, E&R (education and training) developed a
knowledge directory to be called People Knowledge Map (PKM) that pointed out experts within
the organization. The registration of experts to PKM was voluntary and based on the idea that it
would attract highly enthusiastic registrants, ensuring high credibility for PKM. A taxonomy was
developed to represent knowledge, and the People Knowledge Map was based on the self-
policing model. Today, a multilevel taxonomy of topics exists to reflect Infosys content with
3,600 nodes.
The People Knowledge Map was developed as an expert locator—a company “yellow pages” for
finding people. Self-proclaimed experts list themselves in the directory and classify their level of
skill/expertise according to a knowledge hierarchy, which comprises four levels and more than
1,200 topics. Since the credibility of this system is critical, it includes only people who are
willing to participate—that is, people willing to share their knowledge—and not those who are
experts but who do not have the time or inclination to take part.
Today, the People Knowledge Map operates as an application where Infoscions faced with
problems can locate a resource link to find the experts in their problem area. They can get
complete details regarding the relevant experts and their areas of expertise before contacting
them for help.
KMail and K Plugged

KMail is an automated e-mail-response system for communities. It captures and archives all e-
mails sent through mail-id-KMail@infosys.com within its repository. It also builds and
maintains a repository of archived conversations. Further, it sends automated replies to the user
queries sent by e-mail with relevant search results from its repository. Thus, KMail acts as an
intelligent intermediary between the users and experts. The number of queries sent to the experts
is reduced, and users get immediate responses to queries. Overall, it reduces e-mail traffic and
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network usage. Ultimately, KMail helps in developing a dynamically growing knowledge base to
promote learning and reuse across the organization to assess knowledge exchange among users.
Currently, KMail has 6,500 such users. Most queries receive a quick response from the archives
or a somewhat longer response from the experts. K Plugged is another tool to assist Infoscions. It
deals with case studies resulting in projects. About eighty to eighty-five KM practices are
available through this application.
BLOGS AND TEAM WIKIS

InfyBlogs, the intranet blogging platform, was launched on April 26, 2006. More than 13,000
users have since registered with InfyBlogs, and the number keeps growing by the day. The back-
end code for this is from LiveJournal, an open source blogging software. It has been extremely
beneficial to users. There are about fifteen thousand to twenty thousand individual blogs and
about fifty community blogs in Infosys. Similarly, Team Wiki is an intranet wiki portal started in
2007 and managed by the KM group. TeamWiki runs on the TWiki engine. A wiki is a Web 2.0
platform to create, share, and remix content. “Wiki” systems are fundamentally editable Web
pages. It is a fun and useful way of communicating asynchronously over the Web for many
existing intranet and public Internet sites. It aims to provide a transparent way to publish and
exchange ideas with others over the Web. There are about two hundred communities
participating in Team Wikis. There is a plan to integrate Team Wikis with the K-Shop portal (see
below). At present, these wikis are functioning without any taxonomy.
K-Shop Portal
In 2000, the “integrated K-Shop portal” was introduced to access content/information and
experts, link to key workflow applications, and provide subscription and customization
capabilities. Each content type has its own home page. A content rating system, based on the
knowledge currency unit, provides a measure of quality for content in the K-Shop repository. A
subscription capability allows users to subscribe to specific types of content and receive e-mail
notification on new content. Customization features enable users to reconfigure their home page
to show only the topics in which they are interested. K-Shop search is central to the knowledge
management activities. By navigating through the search knowledge assets link, a search for the
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required knowledge asset can be carried out in many different ways. Various options to filter the
search results apart from keywords enable users to access artifacts more easily. K-Shop has been
integrated with the internal project management system (IPM +) that provides information on
projects undertaken by Infosys. K-Shop hosts the information as project snapshots where the
users can view the generic details of every project.
The knowledge currency unit (KCU) scheme associated with the K-Shop portal, a key factor in
promoting and providing incentive to knowledge sharing at Infosys, serves four purposes:
visibility, reward, rating system, and level of activity. The KCU is a composite measure of the
quality of a K-Shop document and is based on the number of times the document has been
viewed by users and users’ ratings of that document. When a document is first submitted to the
repository, an SME reviews it and assigns it a certain number of points. Over time, as users look
at the document, they can also assign points. The composite KCU is updated nightly. Every
employee can view his or her own KCU score through a private activity-reporting system.
Project management emerged as an important and relevant area. The KM group began
developing an IT-based project learning system (PLS) where project managers could submit a
detailed account of their learning from a project. Later, because of the environment, PLS was
modified for an existing integrated project management (IPM) system to ask for project-related
information that had a low proprietary knowledge component. Originally, IPM was a tool for
project life cycle management. The KM group altered IPM to require a brief project summary
and information regarding project’s quality indexes. The project managers provided the project
summary, while the quality department provided the quality indexes after the project audit.
With the employees encouraged to do their part in knowledge creation, it was top management’s
turn to fulfill its responsibility. This led to the creation of two knowledge-creating units: the
domain competency group (DCG) and the technology competency group (TCG). DCG had a
business focus and was assigned the role of creating new knowledge in various industry
domains. It had experts on various domains such as aerospace, banking, e-commerce, insurance,
manufacturing, retail, and telecommunications.
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TCG was technology focused and had the responsibility of creating new knowledge in various
technical domains. A key subsidiary of TCG was the software engineering and technology
laboratories (SETLabs), which developed novel software engineering methodologies and
technological architectures for Infosys’s project teams worldwide.
To involve global locations in the knowledge creation exercise, knowledge generating divisions
were added to all practice units. These divisions gained access to the latest technical and
functional knowledge from their local environment. This knowledge was then supplied to DCG
and TCG. These two units then coordinated with the education and research department and the
management development center to disseminate newly acquired knowledge through their
training programs.
FRISCO
The KM group at Infosys has been working on a solution framework (FRISCO) for knowledge
management. The solution is intended for deployment in customer KM engagements, an area
that is of late eliciting a high level of interest among Infosys customers. FRISCO will comprise a
set of product and vendor independent knowledge management (KM) functions that can be
readily customized and deployed in customer organizations. The framework facilitates cost
optimization through enabling the integration of any (existing or new) product chosen by the
customer, for example, search engine, content management system, or collaborative platform.
The framework adds key KM functionality that is typically not available in the individual
components and products that go into a complete KM solution. Essentially, the KM functions in
FRISCO enable an organization to manage knowledge at the knowledge level. The framework
provides nine areas of key functionality: KM data management services; knowledge
classification management services; knowledge search and browsing services; knowledge
capture, aggregation, and delivery services; collaboration management services; knowledge
quality and maturity assessment services; KM metrics and measurement services; knowledge
security management services; and KM promotion management services.
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4.7 Wipro Technologies
At the start of the knowledge initiative, as each project at Wipro was completed, a review board
helped the project team step back and evaluates its performance and outcomes. A very detailed
template was used to capture project data, including what went right or wrong, risks that were
identified at the beginning of the project and whether they were avoided, and changes in
direction that took place along the way. That process resulted in a draft document that became
part of the company’s document repository.
Some project documents were also distilled into a case study with “nuggets,” conclusions based
on lessons learned during the project. Finally, software code and information system architecture
developed during the project was identified and saved for potential reuse.
“Once we started understanding what was happening in our projects, we understood the process
of acquiring knowledge, and began using it to improve quality.” says Wipro’s chief quality
officer, Sambuddha Deb
Wipro uses Sharepoint from Microsoft for its document repository, which is accessible to
everyone. Learning is an ongoing process, supported by the ready availability of information and
by structured learning.
“Sometimes there is work to be done on knowledge to convert it to a form in which it can be

absorbed,” says Deb. “We use a variety of computer-based training tools, and also turn to outside
developers.”
The company also supports Centers of Excellence (CoEs) in which people learn, create new
knowledge and propagate knowledge throughout the enterprise. The CoEs have a number of
different focus areas, including telecom, e-commerce, enterprise application services and
embedded solutions. In addition to generating new patents, reusable components and services,
the CoEs also provide a forum in which Wipro staff can develop their expertise.
Staff development has been a top priority for Wipro. In 2001, the company sought and attained
Level 5 assessment in the People Capability Maturity Model (PCCM). That model, developed by
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Bill Curtis of TeraQuest Metrics, is a way to address critical “people process” issues. It
encompasses best practices in human resources, knowledge management and organizational
development. Although Wipro values the recognition that the achievement brings, the company
looks beyond the assessment to what it represents. According to Pratik Kumar, VP of talent
engagement and development at Wipro, the Level 5 assessment is more important because it
reflects the way the company works. Continuous improvement applies to employees as well as
business processes.
“We have multiple mechanisms for knowledge creation and evaluation,” observes Deb. “Our
first action is engagement, getting people to work on a project and derive a steady flow of
knowledge from it. Secondly, we look at our effectiveness—are we using the knowledge and
avoiding past mistakes. Finally, we distill this knowledge and use it as an edge for Wipro
Technologies.” Deb believes the company is just moving into the third stage, and has not yet
achieved the full benefits that this edge will provide.
Figure 10: Wipro’s KM Journey
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Figure 11: Wipro’s KNet Framework
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5. Data Analysis
5.1 Average and Kurtosis
The questions that have an average below 3.5 are considered to be the improvement areas while
the questions with average above 3.5 are developing and sustaining areas. All the questions are
designed on likert scale where
1= Strongly Disagree 2=Disagree 3= Neither disagree nor agree 4= Agree 5= Strongly

Agree
Kurtosis is the measure of the peak of a distribution, and indicates how high the distribution is
around the mean. A negative value of kurtosis indicates a distribution which is more peaked than
normal, and a positive kurtosis indicates a shape flatter than normal. An extreme
positive kurtosis indicates a distribution where more of the values are located in the tails of the
distribution rather than around the mean.
My organization strives to identify present and future

learning needs for its members
51%
16% 17% 16%
1%
1 2 3 4 5
Graph 1: Analysis of Question 1
The average for this question is 3.65. The kurtosis is -0.35.
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My organization is doing something about addressing
present and future needs through structured learning
opportunities
44%
25%
17%
13%
0%
1 2 3 4 5
My organization seeks to capture and classify the

knowledge in a systematic fashion
46%
37%
6% 7%
3%
1 2 3 4 5
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Members of my organization love learning and believe in
it as their key to a competitive future
68%
16%
9%
6%
1%
1 2 3 4 5
The average for this question is 3.91. The kurtosis is 2.46.
Leadership in my organization encourage people to focus

on projects, not position
55%
27%
6% 6% 6%
1 2 3 4 5
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Leaders in my organization clarify areas of accountability
47%
28%
19%
6%
0%
1 2 3 4 5
Leaders in my organization respect other people’s

decisions
36%
28%
22%
6% 7%
1 2 3 4 5
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Leaders in my organization spot and encourage emerging
leaders
42%
33%
12%
10%
3%
1 2 3 4 5
Leaders in my organization avoid the cult of the

personality
38%
36%
16%
6%
4%
1 2 3 4 5
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Leaders in my organization preserve core values
49%
19%
16%
13%
3%
1 2 3 4 5
The average for this question is 3.62. The kurtosis is 0.01
My organization provides programmes for people to

learn about learning
53%
19%
18%
10%
0%
1 2 3 4 5
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My organization provides resources and opportunities to
practice my learning of the training programme
54%
19%
17%
11%
0%
1 2 3 4 5
My organization expects me to keep practicing until I

master difficult things
34% 33%
19%
6% 7%
1 2 3 4 5
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My organization legitimize learning-to-learn in the
appraisal cycle
34% 33%
19%
7% 7%
1 2 3 4 5
My organization monitors continuous improvement

33%
23%
21%
11% 11%
1 2 3 4 5
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My organization encourage everyone to see their place in
the organizational hierarchy
36%
30%
23%
7%
4%
1 2 3 4 5
The average for this question is 3.14. The kurtosis is -0.97
My organization helps me to develop ‘Personal Mastery’

42%
29%
18%
8%
4%
1 2 3 4 5
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My organization caters for learning-by-doing
63%
15%
11%
8%
3%
1 2 3 4 5
My organization makes use of day-to-day work

experiences as a basis for learning
49%
21%
19%
11%
0%
1 2 3 4 5
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My organization evaluates, discusses, and constantly
adjusts the mix of different learning approaches to meet
the objectives.
47%
30%
16%
7%
0%
1 2 3 4 5
The average for this question is 3.32. The kurtosis is -1.27
My organization concentrates on learning initiatives as

one of the strategic issues.
46%
26%
16%
12%
0%
1 2 3 4 5
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My organization share and use the information they
collect from customers
60%
16% 17%
3% 5%
1 2 3 4 5
The average for this question is 3.48. The kurtosis is 0.17
In my organization managers prefers taking decisions

over receiving them.
49%
34%
9%
7%
0%
1 2 3 4 5
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My organization carries out training programmes for
career development of individuals.
52%
31%
14%
4%
0%
1 2 3 4 5
5.2 Factor Analysis

Factors analysis is done to find the core factors which lead NTPC to be a learning organization.
These factors should be few in numbers and comprehensive in nature, so that the
recommendations can be formulated appropriately for every factor. The secondary resources led
to the general understanding of the variables which can be easily listed down. SPSS is used for
factor analysis.
Sample size: 108 respondents

No. of Questions: 24
5.2.1 Initial Analysis

With the initial analysis it was observed that few questions have a very high correlation among
them and hence needs to be removed. Those questions were removed one by one which were
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having correlation among them more than 0.8. This resulted in removing 3 questions and their
responses
5.2.2 Analysis of the Results of Factor Analysis
Sample size: 108
Left No. of Questions: 21
i. KMO and Bartlett Test of sphericity:

KMO is greater than 0.70 indicating sufficient items for each factor. The Bartlett’s test is
significant (less than .05), indicating that the correlation matrix is significantly different from an
identity matrix. This means that the variables are correlated highly enough to provide a
reasonable basis for factor analysis.
Kaiser-Meyer-Olkin Measure of Sampling

.837
Adequacy.
Bartlett's Test of Approx. Chi-Square 1.705E3

Sphericity
df 210
Sig. .000
Figure 12: KMO and Bartlett's Test
ii. Total Variance Explained
Total variance explained table determines how many components (factors) are to be extracted.
Using Kaiser’s criterion the components having Eigen value 1 or more are of interest. The first
five components recorded Eigen values above 1. These five components explain a total of 73.12
per cent of the variance (see Cumulative % column).
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Total Variance Explained
Figure 13: Total Variance Explained
iii. Anti-Image Correlation Matrix
SPSS Factor Analysis output has none of the leading diagonal value of Anti-Image Correlation
Matrix less than 0.5. Hence there is no need to reduce the questions any further.
iv. Communalities Table
The Communalities Table extraction column had no value less than 0.5. These communalities
represent the relation between the variable and all other variables.
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Communalities
Initial Extraction
VAR00001 1.000 .796
VAR00002 1.000 .787
VAR00003 1.000 .584
VAR00004 1.000 .721
VAR00005 1.000 .708

v. Scree Plot
VAR00006 1.000 .686
Often, using the Kaiser criterion, too many
VAR00007 1.000 .757
components are extracted, so it is important to also look at
the scree plot provided by VAR00008 1.000 .626 SPSS. The scree plot shows
that alter the first five VAR00009 1.000 .861 components, increases in the
Eigen values decline, and VAR00011 1.000 they are less than 1.0
.829
VAR00012 1.000 .756

Figure 15: Scree Plot
VAR00013 1.000 .741
VAR00014 1.000 .841
vi. Component Matrix VAR00015 1.000 .802
The loading of questions on 5 VAR00016 1.000 .657 constructs or factors can be

seen in the Component VAR00017 1.000 .703 Matrix. Final number of
constructs was 5 on which all 21 questions were loaded.
VAR00019 1.000 .770
Following list shows the loading of the questions on
VAR00020 1.000 .749
the 5 constructs which have been named according to the
questions loaded on them. VAR00022 1.000 .585
VAR00023 1.000 .713

Rotated Component Matrixa
VAR00024 1.000 .682
Component
Figure 14: Communalities
1 2 3 4 5
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VAR00001 .850 .142 .224
VAR00002 .836 .235 .156
VAR00004 .664 -.167 .452 .184 .117
VAR00008 .651 .347 .264 .106
VAR00024 .649 .441 .228 -.108
VAR00022 .635 .305 .277 -.111
VAR00015 .131 .792 .128 .309 .213
VAR00016 .210 .722 .234 .173
VAR00013 .124 .710 .387 .236 .127
VAR00003 .473 .510 .135 .285
VAR00011 .320 .170 .809 .104 .180
VAR00012 .464 .290 .676
VAR00014 .187 .529 .620 .346 .148
VAR00007 .172 .162 .136 .815 .134
VAR00005 .152 .246 .786
VAR00006 .237 .165 .748 .205
VAR00009 .118 .184 .620 .655
VAR00023 .156 .819
VAR00019 .151 .245 .526 .260 .586
VAR00017 .463 .253 .287 .584
VAR00020 .423 .294 .417 .228 .508
Figure 16: Rotated Component Matrix
Hence these are the main factors which lead NTPC to be a learning organization.
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 Construct 1: Encourage Performance Planning
VAR0001. My organization strives to identify present and future learning needs for its
members
VAR0002. My organization is doing something about addressing present and future

needs through structured learning opportunities
VAR0004. Members of my organization love learning and believe in it as their key to

a competitive future
VAR0008. Leaders in my organization spot and encourage emerging leaders
VAR00024. My organization carries out training programmes for career development

of individuals
VAR00022. My organization share and use the information they collect from
customers
 Construct 2: Develop learning strategies for continuous improvement
VAR00015. My organization monitors continuous improvement
VAR00016. My organization encourage everyone to see their place in the organizational

hierarchy
VAR00013. My organization expects me to keep practicing until I master difficult things
VAR0003. My organization seeks to capture and classify the knowledge in a systematic fashion
 Construct 3: Promote a Learning Culture
VAR00011. My organization provides programmes for people to learn about learning
VAR00012. My organization provides resources and opportunities to practice my learning of

the training programme
VAR00014. My organization legitimize learning-to-learn in the appraisal cycle
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 Construct 4: Encourage leaders to be designers
VAR0007. Leaders in my organization respect other people’s decisions
VAR0005. Leadership in my organization encourage people to focus on projects, not position
VAR0006. Leaders in my organization clarify areas of accountability
VAR0009. Leaders in my organization avoid the cult of the personality
 Construct 5: Developing Personal Mastery
VAR00023. In my organization managers prefers taking decisions over receiving them.
VAR00019. My organization makes use of day-to-day work experiences as a basis for learning
VAR00017. My organization helps me to develop ‘Personal Mastery’
VAR00020. My organization evaluates, discusses, and constantly adjusts the mix of different
learning approaches to meet the objectives.
Question no. 15, 16, 13, 14, 7, 6, 20 are found to have the average value below 3.5. The
recommendations are given for improving on these parameters.
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6. CONCLUSIONS:
The research question for this study was: Is NTPC a learning organization? And how can it be
developed and sustained? My conclusions have been informed by the rich dialogue with the
research participants and the literature review. The major conclusions are:
Conclusion One:
By focusing on specific elements of learning, the organization will be able to leverage

improvement in a number of areas that will support learning in the organization. If
communication is improved maybe some other things would shift and become green, things like
support and trust.
Conclusion Two:
NTPC possesses a number of the key elements of a successful learning organization that will
thrive if nourished and supported. The organizations atmosphere is open and supportive of
learning but is lacking in systems and structures to support this. The leadership within the
organization is encouraging of learning.
Conclusion Three:
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There is an absence of organizational direction, priorities and strategy that is hindering the
development of a learning organization within NTPC.
Conclusion Four:
The employees at NTPC are involved in making decisions and acting on them. But there is lack
of confidence on the decisions that has been given by them.
Conclusion Five:
NTPC lacks use of adequate learning approaches. The value of performance planning and
measurement is recognized by management, but has not been a priority, given competing
demands.
7. RECOMMENDATIONS
 Build on Opportunities: It is worth designing particular simulations to provide people

with the opportunity to practice their reactions to difficult real life circumstances, so that when
they meet them for real, they are better able to tackle them confidently.
 Strengthen Leadership: The leadership within the organization needs to articulate

how each component of the organization contributes to the overall mission and vision. The first
step needs to be the establishment of learning goals and a learning strategy for the organization.
The emphasis needs to be on what does the organization need to learn in order to achieve its
strategic goals. Communicate the rationale for the priorities and strategy throughout the
organization in order to facilitate understanding and support. The learning strategy needs to be
inclusive of formal and informal means of learning in order to maximize the use of resources.
 Adopt new learning strategies: The research participants recognized that training is
important but is only a part of an overall learning strategy. Some informal strategies to explore
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include mentoring, job shadowing, cross training, cross function committees to name a few. The
strategy also needs to maximize access to learning and enable self-directed learning
opportunities. This could include: (a) electronic storage of summary reports of new learning; (b)
developing a catalogue of content experts within the organization; and (c) exploring e-learning
opportunities.
 Encourage communication: One area that requires attention in order to support

learning within the organization is communication. Thurbin (2003) identifies communication as
a foundational cornerstone to the development of a learning organization. The research clearly
identified the need to strengthen its ability to communicate with and between all stakeholders in
order to
(a) Increase access for all stakeholders, that is part-time, shifts, volunteers;
(b) Reduce the sense of compartmentalization within the organization;
(c) Share learning; and
(d) Communicate information of strategic importance.
 One potential idea that is worth exploring is developing a system of ranking the
importance of information that is crucial, important, and nice to know. This could serve
to ensure information is shared while maximizing the recipient’s ability to manage their
information intake. After any major upgradation/problems in the organization, the
domain leaders have to demand few papers on this from his domain. The managers
should then take the responsibility to get it done by his team members.
 Encourage Performance planning: Every person should have a clearly articulated

career development plan that outlines a combination of formal and informal learning activities he
or she will complete. Performance plans become a key mechanism for measuring learning within
the organization. Building a learning organization is an on-going process, which requires
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continued focus over time. Employee Performance & Development Plan: Goals, Competencies
& Learning Plans (EPDP), could serve as a model for the organization. This model nests
individual performance goals within the goals of their department and the organization goals. In
so doing it clearly links how each individual contributes to the whole. The EPDP also identifies
personal development learning goals in addition to professional learning goals. This serves to
support the development of staff in their interests and future career paths.
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Figure 17: Road Map
Expand and
Conduct SWOT Support
Develop plans for capitalizing on your strengths
Launch KM Newsletter
KM benefits assesment Performing and
Launch a companywide e-mail system and a technical bulletin board Learning
Link KM with PMS
Capture Lessons Learned
KM Awareness
Conduct engagement sessions and Attention
Share examples
Give recognition
Make the concepts of KM real Getting Started
Identify others to join the cause
Launch KM portal
Stage 4: Expand and support
Stage 3: Pilots and KM initiatives
Stage 2: KM awareness and attention
Stage 1: Getting started
identified. They are:
In looking across the best practice organizations, four stages common to successful KM are
8. Road Map
8.1 Getting Started
The organization at this first stage of implementation has four key tasks:
1. Make the concepts of KM real: There are four ways to make the concept of KM real
to early listeners organization. They are:
 Defining Knowledge Management: Creating a vision and mission that inspires others to
explore how managing knowledge might contribute value to the enterprise and its people.
 Storytelling: Schank (1990) suggested that there are five basic types of stories: official,
invented (adapted), firsthand experiential, secondhand, culturally common. Bali et al (2009)
talk of the power of the narrative. The best narratives must have a beginning, middle, and an
end. The more interesting and powerful, the more likely it is that they will be remembered.
Steve Denning (2000) adds a number of other characteristics of a good story, including:
 Focusing on conveying success stories.
 Having a "hero" and be told from that person's perspective
 Having an unusual plot- something that captures our attention.
 Connecting with other initiatives: Linking KM to other well known initiatives and values
which may have a commitment to and history of systematic quality management, may turn out
to be a successful approach
 Benchmarking: Benchmarking is important at this stage because it can provide a
compelling reason to change. For example, data about the productivity and cost levels of
competitors.
2. Identify others to join the cause: Identify others who might be doing something that
“looks like KM”. Potential allies likely reside in other silos in the organization.
3. Launch KM portal: Capitalize on the intranet and enlist the IT department to provide
tools and a balanced view of KM.
8.2 KM Awareness and Attention

Raising awareness of the business benefits of collaborative learning and KM is often proved to
be powerful.
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 Design engagement sessions, like workshops, seminars, to create new possibilities for
business leaders and their customers. Every conversation must focus first on the business
case and impact on mission performance.
 Engage domain leaders, affinity members and core team of KM from plant and offices to
share examples of near and far market applications and impact of KM on KM portal.
Share specific examples in every areas that help stakeholders envision new possibilities
for their business and missions.
 Launch KM road shows in plants and offices.
 Provide recognition and awards to individuals for knowledge sharing. The following are
the performance indicators for identifying these individuals:
1. Active involvement.
2. Knowledge Activity report content.
3. Number of contributions.
4. Number of contributions proven to have led to new/repetitive business.
5. Number of contributions rated as re-usable.
8.3 Performing and Learning

Performing and Learning should occur throughout the KM journey to ensure the most current
knowledge and experience is leveraged to maximize performance. This stage requires conducting
successful assessment of benefits of KM, providing evidence of KM’s business value and
capturing lessons learned.
The following activities are critical for this stage:
 KM benefits assessment: In-depths evaluation of benefits of KM activities is to be

done. The following are the parameters for assessing the employees:
 Increased motivation
 Employee Involvement
 Improved teamwork
 Enhancement of personal knowledge base
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 Link KM with PMS: Write learning and development roles and outcomes into
appraisal and reward structures. People will not give of their best if they are asked to do
one thing and rewarded for another. Make sure your reward structures are in alignment
with your desired learning processes and outcomes.
 Capture Lessons Learned: The KM group should build a “lessons learned” discussion
into its regular meetings. The agenda for this can be created by the facilitators. The group
and facilitators may form their own community and create a common space for sharing
and saving lessons learned and stories of how problems were overcome.
 Launch a companywide e-mail system and a technical bulletin board
8.4 Expand and support

Demand for KM support by other parts of the organization, providing additional evidence of its
value. The key activities in this stage are:
 Create a shared sense of strengths and opportunities : This is to judge where the
learning priorities need to be. Conduct the traditional SWOT (Strengths, Weaknesses,
Opportunities, Threats) analysis – the weaknesses and threats are meaningless. Capitalize on
strengths and exploit opportunities.
 Develop plans for capitalizing on your strengths: Develop new levels of
competence to build on those that currently exist. Communicate those hidden strengths to
existing and potential customers.
 Share information: Launch KM newsletter which will include the best practices,
award winners, knowledge report of the award winners, recent updates in knowledge
management.
87
9. Bibliography
1. A.John Orzano, Alfred F. Tallia, Claire R. Mclnerney, Reuben R. McDaniel Jr. Benjamin
F. Crabtree, 2007, “Strategies for developing a knowledge-driven culture in your
practices”, American Academy of Family Physicians.
2. Proceedings of the Second International Conference on “Technology and Innovation for

Knowledge Management, “India, 12–14 February 2008.
3. Susan Van Gelder, September 2011, “The effectiveness of knowledge sharing and
collaboration in Creating high performance work teams”
4. Rebecca Cors, May 5th, 2003, “What Is a Learning Organization? Reflections on the
Literature and Practitioner Perspectives”
5. Sharon j. Confessore, “Building a learning organization: communities of practice, Self-

directed learning, and continuing medical education”, The journal of continuing
education in the health professions, volume 17. Pp. 5-11.
6. Andreas Riege and Nicholas Lindsay, (2006), “Knowledge management in the public
sector : stakeholder partnerships in the public policy development,” Journal of knowledge
management, VOL.10 NO. 3, pp. 24-39
7. Bo Zhan, Zhuquan Wang, December 2011, “Enterprise value creation and value sharing
based on sustainable growth”, International journal of innovative management,
information & production, volume 2, number 4.
88
Other References
 Holsapple C.W, Handbook on knowledge management, Volume1, Ch–27, 31.
 Harvard Business Review on knowledge Management - Building a learning organization.
 Debowski Shelda, Knowledge Management, Ch–4
 Liebowitz Jay, knowledge Management Handbook, Ch–8
 Abby Day, John Peters and Phil Race, 500 tips for developing a learning organization
 http://www.knowledgebusiness.com/knowledgebusiness/templates/home.aspx?
siteId=1&menuItemId=25
 http://www.techsparks.com/Tata-Steel-KM-people-culture-technology.html
 http://km.techsparks.com/?p=223
 http://www.eurekaforbes.com/Company/About/Euroshare
 http://www.hcltech.com/i-have-an-idea/innovation-at-hcl/wikiportal-and-arkmedes
 http://www.larsentoubro.com/lntcorporate/common/ui_templates/HtmlContainer.aspx?
res=P_HED_DENB_BKNW
 http://www.infosys.com/global-sourcing/global-delivery-model/Pages/knowledge-
management.aspx
 http://www.wipro.com/documents/insights/whitepaper/km_strategies_for_ep.pdf
89
Annexure 1
QUESTIONNAIRE ON NTPC AS “A LEARNING ORGANIZATION”
BAND/LEVEL: AGE:
YEARS OF SERVICE IN NTPC:
KINDLY MARK THE OPTION IN FOLLOWING ORDER:
1= Strongly Disagree 2=Disagree 3= Neither disagree nor agree 4= Agree 5= Strongly

Agree
Please tick the correct option.
Q. No. Statements Options

1 My organization strives to identify present and future learning 1 2 3 4 5
needs for its members
2 My organization is doing something about addressing present 1 2 3 4 5

and future needs through structured learning opportunities
3 My organization seeks to capture and classify the knowledge in 1 2 3 4 5

a systematic fashion
4 Members of my organization love learning and believe in it as 1 2 3 4 5

their key to a competitive future
5 Leadership in my organization encourage people to focus on 1 2 3 4 5

projects, not position
6 Leaders in my organization clarify areas of accountability 1 2 3 4 5
7 Leaders in my organization respect other people’s decisions 1 2 3 4 5
8 Leaders in my organization spot and encourage emerging 1 2 3 4 5

leaders
9 Leaders in my organization avoid the cult of the personality 1 2 3 4 5
10 Leaders in my organization preserve core values 1 2 3 4 5
90
11 My organization provides programmes for people to learn 1 2 3 4 5
about learning
12 My organization provides resources and opportunities to 1 2 3 4 5

practice my learning of the training programme
13 My organization expects me to keep practicing until I master 1 2 3 4 5

difficult things
14 My organization legitimize learning-to-learn in the appraisal 1 2 3 4 5

cycle
15 My organization monitors continuous improvement 1 2 3 4 5
16 My organization encourage everyone to see their place in the 1 2 3 4 5

organizational hierarchy
17 My organization helps me to develop ‘Personal Mastery’ 1 2 3 4 5
18 My organization caters for learning-by-doing 1 2 3 4 5
19 My organization makes use of day-to-day work experiences 1 2 3 4 5

as a basis for learning
20 My organization evaluates, discusses, and constantly adjusts 1 2 3 4 5

the mix of different learning approaches to meet the objectives.
21 My organization concentrates on learning initiatives as one of 1 2 3 4 5

the strategic issues.
22 My organization share and use the information they collect 1 2 3 4 5

from customers
23 In my organization managers prefers taking decisions over 1 2 3 4 5

receiving them.
24 My organization carries out training programmes for career 1 2 3 4 5

development of individuals.
End
Thank you for your kind consideration.
91
Annexure 2
MEMBERSHIP APPLICATION FORM
To apply for membership in The KNOW Network, simply complete this application form and return
with the membership fee.
 I enclose a check made payable to Teleos for a full 12-month membership at the standard fee of
$2995 US Dollars, €1895 Euros or £1495 UK Sterling.
 I will instruct my bank to transfer US$/Euros/UK£ ___________ to the Teleos account (bank
details will be provided upon receipt of this completed membership application form).
 I wish to pay by MasterCard or Visa credit card (debit will be made in British pounds sterling
at current rate of exchange):
Card: __________________ No. ____________________________ Expiry Date: _______
Name on Card: _________________________ Signature:______________________________
 Please invoice me for a full 12-month membership.
Our purchase order number is: ____________________________________________________
BLOCK CAPITALS
Name: ___________________________________________________________________________
Position: _________________________________________________________________________
Organization: ______________________________________________________________________
Address:__________________________________________________________________________
_________________________________________________________________________________
_______________________________________________
Country: __________________________________ Post/Zip Code:________________________
Tel: ____________________________ Fax: _________________________________________
E-mail: _____________________________________________________________________
Membership fee inclusive of VAT for UK-based subscribers.
92
Membership Requirements
Membership in The KNOW Network is open to all organizations. Membership is for a 12-month
period, starting upon receipt of the subscription fee and registration of organizational knowledge
best practices. 100 employees can participate as part of an organizational membership.
Data Protection Act
The information you provide will be held by Teleos and may be used to keep you informed of other
products or services Teleos or The KNOW Network offer. If you do not wish to receive the
information, please tick this box. 
JOIN THE KNOW NETWORK – FAX OR RETURN THIS FORM TO:
Rory L. Chase, Managing Director
The KNOW Network
5 St. Julian’s Avenue, Ludlow, Shropshire SY8 1ET, United Kingdom
Tel/Fax: +44 1584 878576
E-mail: know_network@mac.com
Website: http://www.knowledgebusiness.com
93

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A Road Map for MAKE Award in

Knowledge Management for NTPC

A Road Map for MAKE Award in Knowledge

Carried out at:

In fulfillment of the requirements of Summer Internship Project of

Birla Institute of Management Technology

Annexure 1: Questionnaire on NTPC as “A LEARNING ORGANIZATION”….89

Annexure 2: KNOW Network Membership form………………………………91

1. Creating a Knowledge-Driven Enterprise Culture………...........................…..........…..........24

2. Developing Knowledge workers through senior management leadership….........

3. Creating and delivering knowledge-based products/services/solution…........

4. Maximizing enterprise intellectual capital.……………….........

5. Creating & sustaining an environment for collaborative knowledge sharing….

6. KM Strategies at Tata Steel ………………...................…........……………..

7. Community Framework at Tata Steel

8. Various Phases of KM at Tata Steel …………………………................................

9. KATS methodology for KM Strategy …………………….....................................

10. Wipro’s KM Journey …………………………………………………............................59

11. Wipro’s KNet Framework ………………………………………....................................58

12. KMO and Bartlett's Test…………………………….…...................................................72

13. Total Variance Explained …………………….…...........................................................73

15. Scree Plot ……………………………………………………..........................................75

16. Rotated Component Matrix…………………………………………………..…………..76

17. Road Map………………………………………………………………………………...83

1. Analysis of question 1………………….……………………………………………..61

Date: ___________ _____________

Date: June 25, 2014

Subject: Summer Project Report

I, Akshata Shakargaye, a student of Birla Institute of Management Technology (BIMTECH),

I guarantee/underwrite my research work to be authentic and original to the best of my

Date: June 25, 2014 _______________

Major Recommendations: Developing NTPC into a learning organization by creating a

1.1 KNOW Network:

1.2 MAKE study:

1.2.1 National MAKE Awards:

A panel of senior executives and knowledge management / innovation / intellectual

1. creating and sustaining an enterprise knowledge-driven culture

“Establishing a successful knowledge driven culture” – published by ark group

The establishment of a knowledge-driven culture is considered to be the ‘holy grail’ of any

A.John Orzano, Alfred F. Tallia, Claire R. Mclnerney, Reuben R. McDaniel Jr.

Mette Monsted, “New leadership roles towards knowledge workers”

Creating and delivering knowledge-based

Proceedings of the Second International Conference on “Technology and

Creating and sustaining an environment for collaborative

Creating and sustaining a learning organization:

Rebecca Cors, May 5th, 2003, “What Is a Learning Organization? Reflections on

Sharon j. Confessore, “Building a learning organization: communities of practice,

Creating value based on stakeholder knowledge:

Andreas Riege and Nicholas Lindsay, (2006), “Knowledge management in the

Transforming enterprise knowledge into shareholder/stakeholder

3.1 Creating a Knowledge-Driven Enterprise Culture:

Core Values Structural Enacted Values Interaction with

Collaboration Organizational Models Quality of

Figure 1: Creating a Knowledge-Driven Enterprise Culture

3.2 Developing knowledge workers through senior management

Roles of CKO in a public

Figure 2: Developing knowledge workers through senior management leadership

Articulating a knowledge-Innovation Strategy: The first step for an effective innovation

Figure 3: Creating and delivering knowledge-based products/services/solutions

3.4 Maximizing enterprise intellectual capital:

Figure 4: Maximizing enterprise intellectual capital

Edvinsson (1997) in describing Skandia’s approach to measuring intellectual capital, relates

3.5 Creating & sustaining an environment for collaborative

Date: _ ___