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Knowledge Management Tata Steel Case Study

A half-day seminar on Knowledge Management was organised today at SNTI, Jamshedpur by Tata Steel. Tata Steel embarked on the journey of Knowledge Management in April 1999 and has made considerable progress in this direction. The seminar was organised to reinforce the need of Knowledge Management and also highlight the benefits that it can give to Tata Steel. More than 250 people including all the senior executives of the company attended the seminar.

Two eminent speakers, Ms Martha Seng, Manager, Knowledge Transfer of Buckman Laboratories, Singapore and Mr. Tarun Satiya, Head Knowledge Management Services Group, Ernst & Young, India outlined the Knowledge Management process employed in their respective organisations. Buckman Laboratories was the winner of the MAKE (Most Admired Knowledge Enterprise) in 2000 and Ernst & Young have been the finalist of this award for the last 3 consecutive years. While Ms. Seng shared the success story of Buckman Laboratories, Mr. Satiya outlined the KM process of Ernst & Young and cited case studies from manufacturing organizations.

The seminar was inaugurated by Mr. B Muthuraman, Managing Director, Tata Steel. Mr. Muthuraman emphasized that the process of Knowledge Management is of great organizational importance and needs a conducive culture which needs to be cultivated by the top management. Dr. T Mukherjee, Dy MD (Steel) delivered the keynote address and shared the importance of Knowledge Management and its implementation in Tata Steel. He quoted the benefits that Tata Steel has been getting through this initiative.


Case Details:

Price:

Case Code:ITSY036For delivery in electronic format: Rs. 300;
For delivery through courier (within India): Rs. 300 + Rs. 25 for Shipping & Handling Charges

Themes

Knowledge Management
Case Length:12 Pages
Period:1990 - 2004
Pub Date:2004
Teaching Note:Available
Organization:Tata
Industry:Steel
Countries :India

Abstract:

In the late 1990s, Tata Steel began to introduce knowledge management initiatives in the company. It started with a small group of people from within the organization. The group formed a "knowledge repository", where all the employees shared their experiences and knowledge. One year after the knowledge repository was formed, the company formed "knowledge communities", which was a platform for like-minded people to meet and share their experiences. In 2001, Tata Steel developed a "KM index" to evaluate the performance of individual employee in the KM initiative. Later, it linked performance evaluation to KM and used a balanced scorecard to monitor the performance of individual employees, divisions, as well as the organization as a whole, in KM.


All these initiatives of Tata Steel seem to have paid off; in early 2003, Tata Steel was recognized as one of Asia's Most Admired Knowledge Enterprises. It was the only steel company in the world to have received the MAKE award.

Issues:

» How the knowledge present within a system can be harnessed to yield major benefits to the organization as well as to the people within it.

» The importance of matching new initiatives with the behavioral and working motivations of people in order to obtain better acceptance of these initiatives and greater benefits.

Contents:

Keywords:

1990s, Tata Steel, knowledge management, organization, knowledge repository, employees, shared, experiences, knowledge, knowledge communities, KM index, linked, performance evaluation, KM, balanced scorecard, Asia, Most Admired Knowledge Enterprises, MAKE

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