management
Infosys Technologies: The Implementation Challenges of Knowledge Management Initiatives case solutions
MIS
Q1. Why do you think the knowledge management system at Infosys faced such serious implementation challenges? Defend your answer with examples from the case.
Answer:
When we dole out monetary incentives to promote any scheme, it leads to unplanned and uncontrolled growth leading to management problems. This sometimes leads to inefficiency and dilution in quality ultimately resulting in loss of credibility.
The knowledge management (KM) group of Infosys first thought that by promoting the KShop with Knowledge Currency Units (KCU), which could be accumulated and exchanged for monetary rewards, would increase the knowledge sharing on the portal. But this led to over contribution which resulted in employees experiencing information overload and consequently, higher search costs for reusable knowledge. Secondly, the explosive growth in the no. of contributions began to place a heavy burden on the limited number of volunteer reviewers. This lead to a lax in the quality control of the shared knowledge, which resulted in knowledge degradation. Also when questionable articles began to be rated consistently higher, the credibility of the rating system itself came into question. There was also a fear that one of the core values of the organization involving the company’s asking culture would deteriorate.
Q2. What steps did the KM group at Infosys take to improve participation in the KM system? Why were some of these initiatives counterproductive? The KM group responded with corrective initiatives. Do you think these will succeed? Why or why not?
Answer:
To increase participation in the in the KM system, the KM group at Infosys introduced “the knowledge currency unit (KCU)” incentive. According to the scheme, the employees who contributed or reviewed contributions to KShop would be awarded KCUs which employees could accumulate and exchange for monetary
MIS
Q1. Why do you think the knowledge management system at Infosys faced such serious implementation challenges? Defend your answer with examples from the case.
Answer:
When we dole out monetary incentives to promote any scheme, it leads to unplanned and uncontrolled growth leading to management problems. This sometimes leads to inefficiency and dilution in quality ultimately resulting in loss of credibility.
The knowledge management (KM) group of Infosys first thought that by promoting the KShop with Knowledge Currency Units (KCU), which could be accumulated and exchanged for monetary rewards, would increase the knowledge sharing on the portal. But this led to over contribution which resulted in employees experiencing information overload and consequently, higher search costs for reusable knowledge. Secondly, the explosive growth in the no. of contributions began to place a heavy burden on the limited number of volunteer reviewers. This lead to a lax in the quality control of the shared knowledge, which resulted in knowledge degradation. Also when questionable articles began to be rated consistently higher, the credibility of the rating system itself came into question. There was also a fear that one of the core values of the organization involving the company’s asking culture would deteriorate.
Q2. What steps did the KM group at Infosys take to improve participation in the KM system? Why were some of these initiatives counterproductive? The KM group responded with corrective initiatives. Do you think these will succeed? Why or why not?
Answer:
To increase participation in the in the KM system, the KM group at Infosys introduced “the knowledge currency unit (KCU)” incentive. According to the scheme, the employees who contributed or reviewed contributions to KShop would be awarded KCUs which employees could accumulate and exchange for monetary