Knowledge Management is fast catching up as a tool to build up competencies within the organization. KM issues can be broadly classified as people, process, technology and strategy issues. However there are enough proofs to show that these issues are contingent. India with it's highly educated population and different historical background provides as an interesting case. This blog seeks to discuss KM issues in relation to India.

Thursday, January 20, 2005

Please help

Hello All,

I'm facing a problem during my research. As already mentioned before, I have developed my framework around the pillars of people, process, technology and strategy using which I will try and develop a implementation methodology which will be best suted for India.

The major differences of KM methodologies around the world are in terns of the people issues. Process, technology and Strategy in most of the cases are the same. In the Indian context strategy plays an important role, because of our non-compitetive and non-innovative approaches however by far the most important difference that I percieve is in the people issues. I have been working on the Change Management issues recently, but I'm not finding enough text in this context. All that I have prepared is from the limited experience that I have drawn from the industry interaction that I have had. Please put across any references or your experiences.

Will be eagerly awating your replies


Monday, January 10, 2005

Leveraging on NRI Knowledge

The Times of India

Held against the backdrop of the killer tsunami, India's annual event to engage with its vast and increasingly influential Diaspora sent a clear signal that the country seeks not just their riches but also the richness of their expertise.

Wooing investments from the successful and affluent Indian Diaspora was just one aspect of the series of interactive sessions at the third edition of the Pravasi Bharatiya Divas, or commemoration of Indian Diaspora Day, which concluded in Mumbai on Sunday.

India tried to gauge how the knowledge base of its 25 million Diaspora, spread over 110 countries, can be leveraged to tackle some fundamental impediments that inhibits the country's resolve to emerge as a global economic giant.

“There is more to the Indian Diaspora than the dollars they can remit or the investments they can make,” said Chicago-based Sam Pitroda, credited with heralding the telecom revolution in India.

“What India needs is the knowledge of its talented Diaspora in addressing some basic issues like disaster mitigation, healthcare, drinking water, sanitation, and administrative, judicial and political reforms,” Pitroda said.

Today, 38 percent of doctors in the US are of Indian origin. Thirty-four percent of Microsoft employees are Indians and 36 percent of the staff at the US National Aeronautics and Space Administration trace their roots to India.

With India carving out a niche for itself in the global tech market, some delegates eyed the country's booming software, IT and biotechnology sectors.


Opening question

Thanks to all those who have joined the forum.

I'm pursuing a research on KM practices in India, especially wrt Innovation. The very first question that comes to my mind are the process improvements that are required to support KM. The way i percieve it is based on Nonaka's SECI and the four processes he suggests viz socialization, externalization, combination and internalization. If we see carefully the major requirements for KM therefore are
1. network design:
2. Meta data/knowledge design:
3. Ontology

Please comment