Knowledge Management Initiatives at TCS
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Case Details:
Case Code : ITSY053
Case Length : 20 Pages
Period : 1998-2005
Pub Date : 2005
Teaching Note :Not Available
Organization : Tata Consultancy Services
Industry : Information Technology and Related Services
Countries : India
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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
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Driven by Knowledge Contd...
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TCS was in the forefront in tapping intellectual capital from
across the world.
According to R. Siddharthan, Regional Manager of TCS America, Atlanta Office,
“Every software professional in India is either working for TCS, or wants to;
such allure and respect comes because the company values its intellectual
capital in the form of its employees.”3
TCS firmly believed that learning was a continuous process that did not stop
with formal education. In order to make the company a learning organization, 6%
of its turnover was invested in training and development.
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The company also had a world class training
center in place. FC Kohli (Kohli), former CEO, commented, “To
build people, we should equip them with knowledge and skills and
attitudes before they can execute responsibilities.”4
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(Refer to Exhibit I for a list of
Asia's leading knowledge driven companies and Exhibit II
for the Key Knowledge Performance Dimensions).
In 2005, a MAKE report said, “TCS has engineered some of
the world's most complex applications and
next-generation IT infrastructures. This is accomplished
by combining the firm's knowledge of business domains
with its expertise across various technologies.”5 TCS was
“recognized for developing and delivering
knowledge-based products and services, maximizing the
value of the company's intellectual capital and
delivering enterprise value based on customer
knowledge.”6... |
Excerpts >>
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