Managing Intellectual Capital at Tata Consultancy Services By Ravi S. Sharma & Shirley Koh

Abstract

As a global IT services company, Tata Consultancy Services Limited (TCS) was confronted with issues of growth, attrition, cultural diversity and management of intellectual capital. TCS had undertaken Knowledge Management (KM) initiatives with the belief that they could leverage its existing resources for growth, but had the company been successful in this aspect? How could the company transform itself into a formidable learning organisation if it was not already one? Could KM be a key differentiator for TCS when competitors such as Infosys Wipro, Accenture and IBM had built up their KM infrastructure? The company was at the crossroads even as it celebrated the launch of its new one-stop KM platform with much fanfare.

Issues: How is KM leveraged as a growth strategy? What is a Knowledge Audit? Why is it critical to manage KM tools and programs with a strategic perspective?

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