Corporate Learning

• The Daily Dose - A summary of happening around the world and

the portal in form of headlines, opinions, polls, customer appreciates
and other updates.
• Motive behind The Daily Dose was to make a presence in the mind
of employees as soon as they start to work in morning.
• Newsroom - A space on the intranet where daily news headlines
are published. It includes newsletter published by internal business
groups, media releases, competitor news.
• K mailers – Short, one page review on any one of 33 topics in six
categories.
• Along with these, there were internal newsletters from various
domain specialists; online quizzes; ‘word power’ articles or
glossaries; training modules; and, a whole library of online research
tools.
 Contd…
• Query Board - A central interactive FAQ repository by and for
staff. Employees can post work related queries.
• Avg. Response time to such queries was 15 to 20 mins.
• General Discussion Forum - A place on Intranet where staffs
can talk about finance, business and economy-related topics.
Managing Documents on Wise Guy
• The digital assets on WiseGuy represent a vital element of KM
programme.
• The user can contribute their own document and define them.
• The portal manager enables business groups to generate their own
template-based, database-driven mini-websites using an extremely
flexible front end, point-and-click tool.
• Easy navigation and easy retrieval.
• Identification of documents by author, date, posted comments and
even queries.
• If a person leaves the organization then also the system helps to
preserve the organization intellectual capital.
• To encourage participation, ‘sticky’ features on the portal include
opinion polls, cartoons, tips, word of the day and tools available to
business teams to conduct surveys and online quizzes.
 Technology Platforms

• KM initiatives were custom developed but yet it was

supported by varieties of hardware and software like (MS
windows, Linux, MS office, Openoffice).
• People Finder – A ‘yellow pages’ style directory for whole
corporate group.
• At your Service – Those employees who are also customers of
the bank can talk directly with the product and process teams
for personal banking issues.
 Compliance, Quality & Customer Service
 In 2002 Bank launched its Quality programs to achieve
certification through out the organisation.
 KM role was to support the quality team by building KM mini
portal on quality.
 This quality ‘portlet’ maintains the background material,
documents on Six Sigma methodology, international quality
standards, certifications .
 Staffs can also post and respond to queries and interact with the
quality experts.
 KM tools and techniques were deployed to customer survice teams
to deal with the customer compliants with greater efficiency.
 Contd…

 It created E-Circulars to inform and educate staff on

regulatory and compliance matters. It is used by designated
senior managers.
 Their duty was to inform employees on guidelines issued by
various regulatory authorities as they affect the bank’s
policies, products and processes.
 Beyond the surface to the soil
• Neither KM was just a set of techniques or practices
nor a secret. It was process, quality, continues
improvement not just the surface but in the inner
soul.
• They believed on changed the culture rather then
waiting for culture to change.
• KM system encouraged the employees by providing
reward, contributions were published on portal along
with ownership and K-points and certificates were
also given.
 Challenges

• Top management was serious about the KM but risk for

project or flavour of mouth was a big challenge.
• Attitude was also the barrier.
• Knowledge sharing was not linked with the staff appraisal.
• Some of the team members were collecting ideas from wise
guys and after submitting the ideas they were undermining
others.
• KM guys were capturing external and internal unstructured
data so it created the confusion among the users.
 Cont.
• Other challenges-
 In second generation of KM knowledge flow was the more
important than knowledge itself.
 The third generation of KM involved easing the creation of
new knowledge, innovation and improving organizational
performance, maturity level varied.
 Some principles could not be continued like sharing the
knowledge and seek out colleagues expertise to solve the
problem in a non-dictatorial manner.
 Wise guys contribution
• In the creation of a common storehouse of knowledge
• Staff identify sources of in-house expertise
• In the development of a sense of ‘belonging’ among staff
• Save the bank money
• Improve our employee’s decision-making ability
• Empower staff
• Provide a means for staff to upgrade their skills
• Staff to plan their career movements
• Provide a platform for recognition of contributions made to
the bank.
 Work of wise guys
• Listen more.
• Speed is of the essence – lead, don’t follow.
• Maintain the intrinsic organic nature and growth versus design.
• Don’t kill any idea – however small.
• Tap the collective energy.
• Compassion and caring – most employees are struggling with
personal issues of work-life balance and stress. If KM helps
decrease this.
• Sensing underlying concerns.
• Team work, every time.