MindTree
1. What are the key elements of MindTree’s approach to knowledge management? How effective are they?
Create and support communities of practice. That means to gather groups of people who shared a common interest or concern and wanted to learn how to do it better. It made the organizations can best stimulate knowledge flows, and made the communication about sharing knowledge more efficient.
Encourage employees to self-organization and collaborate through communities of practice. In that sense, people were not motivated by the creative process and their interactions with peers. KM is as much about culture and social networks as it is about technology. With this view, KM was no more reduced to content management to become a dull repository. It became a dynamic system that people can share and learn knowledge positively.
The people function included KM as an organizational competency. The performance management gave people freedom for getting involved in organization-building activities. And the company sought to create a comprehensive knowledge ecosystem inspired by Ikujro Nonaka’s concept of ba. It made employees pay more attention to participate in KM, and promoted the important role of KM in company.
The CKO of MindTree was well qualified in his position. Datta has the necessary talent and the madness to make KM his life’s calling. He also has the suitable personality to be competent for this job. He has a viewpoint on KM and a vision of how it could evolve. A qualified leader made KM develop more well and maintain innovation ability.
KM system. MindTree built up systems to assist the development of KM, and continuously update. The technological systems expand the participation in KM.
2. How does MindTree create, develop, and sustain communities of practice? What role do they play at the company?
Communities of practice was create to made the organizations can best stimulate knowledge flows. Then, with the accumulated experience, the community maturity
Create and support communities of practice. That means to gather groups of people who shared a common interest or concern and wanted to learn how to do it better. It made the organizations can best stimulate knowledge flows, and made the communication about sharing knowledge more efficient.
Encourage employees to self-organization and collaborate through communities of practice. In that sense, people were not motivated by the creative process and their interactions with peers. KM is as much about culture and social networks as it is about technology. With this view, KM was no more reduced to content management to become a dull repository. It became a dynamic system that people can share and learn knowledge positively.
The people function included KM as an organizational competency. The performance management gave people freedom for getting involved in organization-building activities. And the company sought to create a comprehensive knowledge ecosystem inspired by Ikujro Nonaka’s concept of ba. It made employees pay more attention to participate in KM, and promoted the important role of KM in company.
The CKO of MindTree was well qualified in his position. Datta has the necessary talent and the madness to make KM his life’s calling. He also has the suitable personality to be competent for this job. He has a viewpoint on KM and a vision of how it could evolve. A qualified leader made KM develop more well and maintain innovation ability.
KM system. MindTree built up systems to assist the development of KM, and continuously update. The technological systems expand the participation in KM.
2. How does MindTree create, develop, and sustain communities of practice? What role do they play at the company?
Communities of practice was create to made the organizations can best stimulate knowledge flows. Then, with the accumulated experience, the community maturity