| Case Title |
Managing Intellectual Capital at Tata Consultancy Services |
| Case Author(s) |
Ravi S. Sharma Shirley Koh
|
| University |
Nanyang Technological University |
| 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. |
| Available In |
The Nanyang Case Collection |
| Publisher |
The Asian Business Case Centre, NTU |
| Publisher Case No. |
ABCC-2008-001 |
| Distributor(s) |
The Asian Business Case Centre, NTU
|
| Pub/Rev Date |
2008 |
| ISBN |
|
| Case Length |
15 pgs |
| Teaching Note |
Yes |
| Pub TN Ref No. |
ABCC-2008-001(TN) |
| Pages (TN) |
14 pgs |
| 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? |
| Organisation(s) |
Tata Consultancy Services Limited (TCS)
|
| Countries |
India |
| Industry |
Computer Software & Services |
| Period Covered |
2007 |
| Level |
Undergraduate/Postgraduate |
| Links of Interest |
Tata Consultancy Services Limited's Website
|
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