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Knowledge Collaboration and Knowledge Sharing Beyond Boundaries

Having effectively fostered a culture of knowledge sharing within the organization, Wipro extended its spirit of Knowledge Management with academicians, external KM experts and business leaders along with delegates from over 48 organizations to collaborate, share, network, and grow by bringing them all under one roof with a daylong Wipro KM Confluence 2013.

Collaborate | Share | Network | Grow

WIPRO Knowledge Management Confluence 5th September 2013

Event Synopsis
The Wipro Knowledge Management Confluence, held on 5th Sept 2013, was the first of its kind by any corporate as an industry event. The conference was attended by 110+ delegates from 48+ external organizations and over a 100 Wiproites. The conference was inaugurated by Senior Leaders from Wipro and External Speakers. Devender Malhotra, Chief Quality Officer, Wipro Limited dedicated the Wipro Knowledge Management (KM) Conference to teachers as it was held on Indias teachers day. He mentioned that the sole purpose of the conference is to keep the light of sharing knowledge burning within the community, break the boundaries for the KM fraternity to share and learn from each other the generic practices and create value for the organization and customers. Devender said that KM can be a differentiator to business especially in an industry that has to tackle with the challenges of resource retention or attrition issues. He pointed out that KM can thrive when backed by top management, and Wipro KM has that support right from the levels of Chairman and CEO.

Sambuddha Deb, Strategy Consultant and former Executive Vice President, Wipro Ltd., in his keynote about Knowledge Management - Differentiator for any Business, spoke about KM Strategy and the four typical stages of growth for any organizations KM deployment experiment, engage, effective, strategy, and reach a level of building something new from knowledge. He explained that unlike academia which focus and publish knowledge, organizations dont focus as much on documenting knowledge explicitly. In commercial organizations the major job of KM is to transform as much tacit knowledge into explicit, and it has always been the biggest challenge. It is also important as individuals need to identify knowledge that will maximally

WIPRO LIMITED 2013 | CONFIDENTIAL contribute in solving a problem and doing work. He added that KM can generate new models by embedding knowledge in processes and artifacts can be published to external world.

Prof. Rishikesha - Professor of Corporate Strategy, Indian Institute of Management, Bangalore, gave his keynote on Building a Systematic Innovation Capability. Rishikesha focused on knowledge creation and knowledge utilization, and spoke about how to build innovation capability which is the core of building knowledge in the organization. He gave a birds eye view of his book, "8 Steps to Innovation Going from Jugaad to Excellence", coauthored with Vinay Dabholkar. He discussed that innovation capability can be built by solving three problems pipeline problem, velocity problem, and batting average problem. He commented that innovation today spans many dimensions. It is not only about technology and products, it is now important in other ways like processes in Toyota where their core innovations come from their Toyota production system and Customer Experience. He expressed the need to remove three myths around innovation viz. 1) The link between creativity and innovation since often innovation is triggered more by curiosity than creativity. 2) Innovation is like a process since it is not a smooth activity going in one direction, and straight jacketing it to a simple process is difficult 3) Innovation is a risky activity however good, an innovator is not a gambler. Dayapatra Nevatia, Vice President and Global Delivery Head ENU, Wipro Ltd., in his keynote about Business Value of KM, spoke about what business expects from KM. As a user of KM he gave two different perspectives of how KM is adding value to business as an IT service provider and adding value to the customer through benefits of KM. He mentioned that people are the assets having knowledge and the organization has to focus on capturing knowledge and build the system that enables them to make use of it. Knowledge residing in the dwindling number of experts needs to be brought out and retained by using the required technology and ensuring continued business growth. He mentioned that in Wipro we have worked on these areas, where at centralized places, experts are made available to decipher data and provide insights. By doing this, KM is moving from the tradition of focusing only on building or maintaining a repository. Customer expectations have also been evolving and changing as lesser number of experts are left in customer organizations. He mentioned that KM is organizational memory which is not only desirable but also essential to business since KM evidently adds

WIPRO LIMITED 2013 | CONFIDENTIAL to the bottom line. He mentioned that in Wipro, capturing tacit knowledge is done to reduce the learning curve using the collaboration platforms, SHNE framework for self-learning, Wipro KEDB and Knowledge Sharing Sessions, social media, etc. He summarized his keynote stating that KM is helping the business in four different areas which are faster and better decision making, reducing learning curves, creating a culture of value add and innovation, and retaining enterprise knowledge that translates to improved customer satisfaction, delivery excellence, business growth and employee satisfaction.

Anirudh P. Patil, Director, McKinsey Knowledge Center, in his keynote on KM Governance & Risk Management, provided grounding principles based on the learning in McKinsey where KM is organized around three key dimensions which are 1) Insights 2) Analysis around the insights 3) Best practices and benchmarks based on the common understandings. Organizations need to look for knowledge around such multiple dimensions. He explained how KM professionals are offered compelling careers and growth in their organization. He shared the 13 lessons learned through trial and error in implementing KM. He insisted that knowledge needs to be a board level agenda and not left at five levels down. He iterated that companies need to have clear KM objectives and architecture, well defined KM roles, KM systems to enforce consequence management, have a clear system of value and guidelines, and continuously train people.

Dr. Madanmohan Rao, Editor, The Knowledge Management Chronicles, and author of many books on KM, in his keynote address on Knowledge Management Metrics, mentioned about his recent book Next Generation KM which includes a report to which Wipro, among other organizations contributed. He gave insights that unlike the early days of KM, in the last ten years many organizations have been able to use very good metrics on areas like best practices, productivity, innovation, project management, Intellectual Capital Management, risk management, knowledge retention, customer excellence, and citizen satisfaction. He explained the eight Cs of success in the knowledge era, different types of KM roles, different types of metrics used including anecdotes from people. He pointed out the usage of revenue, profits, and productivity measurements for KM impact, how organizations are turning internal metrics to external satisfaction, the need for revising the metrics every 2 to 3 years, and the

WIPRO LIMITED 2013 | CONFIDENTIAL importance of budgeting for KM measurement, adequately backed with real world examples. He covered the various issues at different stages of KM maturity and listed trends in KM with large number of young generation coming into work supported by social media.

Dr. Parameshwar P. Iyer, Principal Research Scientist, Department of Management Studies, Indian Institute of Science, Bangalore, in his keynote about Knowledge Management, Collaboration, and Networking, spoke about ongoing research on KM as a discipline, KM and Organizational Learning, and emerging KM trends like networking and collaboration. He emphasized on 3 key areas 1) Organization learning process that essentially drives the performance, 2) Anticipating and attending to feedback to create knowledge from feedback to take action based on that knowledge, 3) Relationships to build Social Networks (SN) for Collaborative KM (CKM) leading to creation, exchange, and transformation of knowledge. He maintained that the primary goal of KM is to improve organizational performance by enabling individuals to capture, share, and apply collective knowledge to make optimal decisions in real time. He concluded that IT can support effective organizational learning by providing persistent and wellindexed tools for collaborative KM and social and knowledge network analysis. Also, just tools are not enough, we need to have systematic practice to use tools properly and organizations need to monitor performance, design avenues for change, and take effective action.

Prof. V.N. Bhattacharya, Business Strategy Consultant, in his keynote about Tacit Knowledge & Competitive Advantage, connected the two to generate growth and profits with the competitive advantage that comes from the way a company conducts its business with activities powered by knowledge with emphasis on tacit knowledge. He stated that capabilities are getting built by knowledge which enables the activities to deliver superior value to customers, who in turn want to buy the products and services giving the company a competitive advantage.

WIPRO LIMITED 2013 | CONFIDENTIAL He learned that much of the attention is on explicit knowledge as codified knowledge is easily transferred, while tacit knowledge transfer is difficult. He asserted that while some knowledge cant be made explicit, organizations must convert explicit knowledge to capabilities and focus on the process of converting tacit knowledge into capabilities rather than explicit. He gave an example of ironsmiths who cant explain how the iron is hot, to be shaped up to the requirement and the only way this knowledge can be transferred is through apprenticeship without attempting to codify or extract or even explain it. He articulated that tacit knowledge is manifested in the way people act or behave or conduct business and deals with internal and external stakeholders. And this is acquired only by learning, by doing, and conducting experiments. He summarized that it is more important to concentrate on how to transfer the difficult to manage tacit knowledge which is the foundation of capabilities to make it repeatable. The Panel Discussion about Developing and Deploying KM Strategy Challenges and Lessons Learned was moderated by Dr. Madanmohan Rao - Editor, KM Chronicles. The panelists included: 1. Ajeeth Jagannath - Sr. Vice President, Corporate Strategy and Planning, ITC Infotech India Ltd. 2. Ravi Mani - Sr. Vice President, Organizational Excellence Group, iGate 3. Krishnan KS - Head of Knowledge Management, Mindtree 4. Ravi Ivaturi - Director Operations, Unisys 5. Bheemesh Kumar K - Head of Knowledge Management, Tech Mahindra 6. Dr. Hariprasad Reddy Head of Knowledge Management, Wipro Limited Panelists explained their organization strategy and how KM fits into it, governance structure and how it evolved over time, and the future of KM. Points were shared on how KM is foundational in many companies with decentralized KM responsibilities and defined responsibilities, keeping organization level KM vision right at the beginning. KM is also used for innovation and as opportunity to solve organizational problems. Sometimes a hybrid approach may be required to adopt KM strategies. Knowledge Management is used as the differentiating factor for customers. Involvement of leaders and participation is critical using formal and informal methods. Seamless knowledge exchange is required between millennial and baby boomers to bridge the knowledge gap using gamification and storytelling. Dr. Hari from Wipro mentioned that KM is like oxygen and organizations wont survive without KM. Knowledge Manager role is very critical and the career path of a Knowledge Manager is very lucrative as he/she can become a domain consultant, good program manager, and even a good people manager. The Chief Knowledge Officer (CKO) role should be like that of a Movie Director where CKO has to imagine and bring innovative fun filled KM initiatives to make every employee of the organization enjoy the KM journey.


The conference was concluded with a closing note of thanks by Rajeev V.S, General Manager, Mission Quality, Wipro Limited. Rajeev drew up the days highlights in his closing note and appreciated how speakers, panelists, delegates and the Wipro KM team collaborated to make the KM conference such a success. Rajeev also expressed that having become pioneers of conducting a KM conference, which provided valuable takeaways to delegates, Wipro expressed the desire to continue conducting KM conferences as an industry event. The conference also included a mind mapping activity and KM Football (Wipros KM Gamification initiative) that were designed to help delegates collaborate, share, network and grow.


Key Takeaways
Valuable insights captured from knowledge experts about emerging KM trends and strategies. Delegates from over 48 organizations benefitted from KM best practices shared by various organizations that the Speakers represented. Strengthened networks and collaborations with the KM fraternity, ensuring KM domain knowledge is consistently channelized

Delegate Feedback
Thanks for organizing fabulous Knowledge Management Confluence in Bangalore, and inviting the KM fraternity as delegates from other companies. You have set the bar high in the 1st event. KM confluence on 5th September in Wipro would remain a red letter day from corporates perspective - Director, Knowledge Management, HP

I strongly believe that the event is an eye-opener to KM folks across various organizations. Apart from learning how KM was organized across organizations, it also helped understanding the ways and means by which it can be enhanced and tuned to perfection. Thanks to the WIPRO team for organizing such an excellent event - Knowledge Manager, Capgemini India

An interesting piece that I picked up... Hari mentioned about portraying KM to the crowd like Disneyworld is to children. The wow factor, and the awe factor. Every organization needs to put on their thinking caps and bring out ideas to encourage, start & participate in KM. Super job done by Wipro KM team - Sales Coverage & Transformation Consultant, IBM

Thank You for organizing a very useful and much needed event like this. As an overall MAKE winner, it was nice to see the Leader, leading by example and bringing the fraternity together to learn and share. Overall it was a wonderful experience and lot of takeaways for the participants. Hats off to the entire KM team and the leadership for this!!! - Engagement Manager, Unisys


About Wipro Knowledge Management

Knowledge Management is globally institutionalized as a culture within Wipro for over the past two decades. Leadership at Wipro has a strong commitment towards sharing and leveraging knowledge at all levels to create a market differentiation through Applied Innovation. Wipros Knowledge Management culture, systems, and knowledge bases create an efficient, connected and empowered workforce. It facilitates harnessing Wipros immense knowledge to the right person at the right time so knowledge can be leveraged to build solutions, make decisions, innovate, add value to Wipros customers and consistently ensure business growth for Wipro. Wipros extensive Knowledge Management experience backed with Wipros deep industry knowledge and strong partnerships with leading technology suppliers provides its customers, across diverse industries, a sustained competitive advantage. Wipro has been charting its knowledge journey with a clear vision of creating business value for its customer and stakeholders.

Wipro KM Vision
"Be a highly customer centric enterprise by enabling innovative solutions through collaboration and seamless knowledge exchange across our diverse workforce, customers, and partners thereby increasing business value.

A Glimpse of Wipro KM Engagement

KM Initiative # of customized KM Portals # of Documents in KM Portal # of Documents used by KM users % of employees engaged with KM # of active collaboration war rooms Total # of Registered Experts # of Network Communities # of Blogs # of Known Error Database (KEDB) articles # of Knowledge Sharing Sessions (KS2) by SMEs Data 1143 1,410,599 11.75 Million downloads (Apr12-Mar13) 70% 1830 7059 167 503 75,001 800+ (Apr12-Jan13)

Wipro KM Patents and MAKE Recognition

1. Wipro has been granted a US Patent for Business-aligned organizational KM System - Patent No. 7,657,498 that includes a comprehensive KM methodology and implementation toolkit. 2. US 12/889,639 Patent has been applied for System and Method for Active Knowledge Management. Wipro Knowledge Management has been consistently recognized as the Most Admired Knowledge Enterprise (MAKE) winner at the Global (2012, 10, 09, 07, 05), Asia (2003 - 2012), and India (2005 2012) levels.


About Wipro Limited

Wipro (NYSE:WIT; NSE: WIPRO) is a global leader in providing IT Services, Outsourced R&D, Infrastructure Services, Business Process Services and Business Consulting. With over 25 years track record Wipro is the first to perfect a unique quality methodology, the Wipro Way - a combination of Six Sigma, Lean Manufacturing, Kaizen and CMM practices- to provide unmatched business value and predictability to our clients. Our industry aligned customer facing business model gives us a deep understanding of our customer's needs to build domain specific solutions; while our 55+ dedicated emerging technologies 'Centers of Excellence' enable us to harness the latest technology for delivering superior business results to our clients. We employ over 140,000 employees, serving over 900 clients including a number of Fortune 500 and Global 500 corporations and are present in 57 countries with a predominant presence in the Americas, Europe and India. We continue to have a strong presence in niche market segments of Consumer Products & Lighting and Infrastructure Engineering.

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