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Mindtree A Community Of Communities Commerce Essay


Published: 23rd March, 2015

Last Edited: 23rd March, 2015

This essay has been submitted by a student. This is not an example of the work written by our professional essay writers.
MindTree is a mid-sized 278 million Indian Information Technology rm known for its knowledge
management practices, strong culture and values, and collaborative communities. Its strategy is to
become a company that is consulting-led in the IT services business and intellectual property led in
the R&D-services business. Currently the CEO of the rm has set an ambitious goal of becoming a
$1 billion company by 2014. This requires that employees innovate and create new businesses.

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How would you characterize the culture of


MindTree?
People-Centric:
In an industry where all rms are assumed to possess homogenous skills, MindTree knew that, in order to succeed, it had to dierentiate itself
from its competitors. The company realized that culture and values were key elements that could be used as "Soft Dierentiators." Also, being a
multicultural company, MindTree realized that it could not possibly manage all the dierent cultures eciently. Instead, it decided to develop a
common set of values which could be shared by people from across dierent cultures. The company has always strived to become an
'emotionally bonded organization.' In this regard, the culture of MindTree can be characterized as a people-centric culture.

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According to the MindTree senior management, "Every MindTree mind is driven by CLASS - Caring, Learning, Achieving, Sharing, and Social
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Responsibility." From this, it is evident that MindTree wanted to create a culture rich in innovation and creativity. MindTree's emphasis
on aspects
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responsibility, cooperation and corporate citizenship.

Transparent and Participative:

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Transparency and rich, frequent communication were cornerstones of the culture. Mindtree
incorporated participative decision-making by promoting openness across organizational levels.
This resulted in the company's 95-95-95 principle, which stated that 95% of the people should have
95% of the information 95% of the time.

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How has this culture been created and


institutionalized?

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At MindTree, the management's belief that 'values drive behaviour and behaviour drives results'
was at the heart of all decision-making processes.

Internalizing CLASS Values:

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Mindtree sought to internalize the CLASS values by integrating them into its recruitment,
recognition, and reward systems. The process started right from hiring of a new employee,
whereby the candidates were assessed on whether they would be a good t in the organization's
culture. New employees then participated in extensive sessions with the senior management,
which emphasized the importance of these values in the company's culture. The process continued
with performance appraisals, where each value had a clear metric and 40% weight was assigned to
performance against these values. The success of MindTree's endeavours to internalize the CLASS
values can be seen from the fact that 90% of the senior leaders voluntarily asked for 360o feedback on how well they were complying with the
company values.
Other initiatives like rechristening the HR dept. as the 'people function' and giving stock options to its employees, have also helped MindTree in
building and promoting its culture among its employees.

Socialization Tactics:
MindTree has also employed the use of several socialization tactics to foster and institutionalize its culture among its employees. When a new
employee joins MindTree, she is given explicit information about the sequence in which she will perform new activities or occupy new roles
(Sequential Role Orientation). As employees gain experience, they are allowed to pursue their interests by joining or initiating a community
(Random Role Orientation).
Senior employees at MindTree actively engage with new hires and act as role models (Serial Tactics). This not only helps MindTree imbibe its core
values in the new employees, but also promotes the participative culture within the organization.

Building Knowledge Communities:


Knowledge management was another activity that supported and contributed to MindTree's culture and values. MindTree adopted a holistic,
encompassing approach to KM, as it believed that KM could play an integral role in helping people perform their jobs better and develop
themselves, which again reected on its goal to be a High Achievement oriented and High Caring organization.
To implement KM a work, MindTree encouraged its employees to self-organize and collaborate through communities of practice. MindTree also
took a number of steps to build a supportive environment for cultivating KM. The development and contribution of the KM function has been
discussed in detail later in this article.

What role does culture play in MindTree Consulting? How does it


contribute to strategy of the organisation?

ESSAYS
(/) that its values are one of its core competencies and a key factor which dierentiates it from its competitors.

At
MindTree has UK
always
believed
MindTree, its values dene its culture and are a cornerstone of decisions concerning future strategy.

Competitive advantage:
Core values such as "Learning" and "Sharing" have allowed MindTree to develop an extensive intellectual property base, which gives it a clear
advantage over its competitors.

Strategic Initiatives:

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MindTree's focus on building a people centric, emotionally bonded organization has allowed it to retain its employees, and has also led to higher
job satisfaction levels among the employees. Together these factors have directly contributed to MindTree's success in delivering better service to
its clients.

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95-95-95 principle - To ensure transparency and rich, frequent communication, two key elements of culture at MindTree, the management
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realized that it needed to make information available to its employees. Hence was born the 95-95-95 principle which aims at providing 95%
information to 95% employees, at 95% of the time.

'The Gardener' program - As a part of this program, the leaders at MindTree actively engage with employees to develop them into future
leaders
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of the company. The program stems directly from the company's goal to institutionalize its culture and ensure that the core values CommunicationOil
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The '5*50' program - MindTree's participative culture and its integration with the company's strategy is best highlighted by this program. This
initiative called on all MindTree Minds to oer innovative ideas for building new $50 million businesses from scratch. Knowledge Management
(KM) would help in the ideation process and would provide critical IT systems support. The fact that MindTree entrusts its employees with
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What role have knowledge management practices played in developing

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What role have knowledge management practices played in developing
and instilling culture at MindTree?

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Knowledge Management (KM) refers to the processes, activities and technologies that are specically aimed at improving organizational
performance, by acquiring, organizing, applying, sharing and renewing both the tacit and explicit knowledge of its employees.
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KM's role at MindTree, however, is not limited to helping employees perform their jobs better. KM plays a vital role in carrying forward USToy
the core
values of the rm.

KM enables knowledge creation, which leads to innovation

KM enables the environment, which leads to knowledge sharing & collaboration

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KM enables processes and practices, which helps build a knowledge culture


KM directly enables changes and shifts in mind sets

Knowledge Communities:
MindTree's communities of practice reect the company's socio-technical approach to KM, which emphasize social interactions as a means of
enabling knowledge sharing and collaboration. A community could have members working in dierent departments. This ensures that the best
practices and expertise of various departments go into creating the knowledge repository. It also ensures holistic development of employees who
participate in the communities, through interaction with fellow members of varied expertise.

Community Maturity Levels:


The rst level is a community of interest which is a collection of individuals who share an interest and enjoy talking about it. The main purpose
here is sharing.
The next level is competency building in which individuals learn from one another in face-to-face meetings.
At the third level is capability building which enabled achieving better results in the company by improving existing processes, software and
building relationships between communities and other organizational activities.
At the highest level was capacity building in which communities would absorb knowledge from external experts and the focus would be on
innovation.

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