Script

Good afternoon, everyone. I will be presenting on behalf of group 4.

The organization that we have chosen to study for its Knowledge Management system is
Unisys.
Unisys is a multibillion-dollar global IT corporation that provides businesses and
governments with high-performance, security-focused solutions. Unisys India, established in
2004 in Bengaluru, represents a microcosm of Unisys Corporation in its focus on delivering a
broad portfolio of technology products and service. They have a continually growing
community of 37000 employees
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Its business verticals are public sector, financial, life sciences, communication, transportation.
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Now coming to its KM Vision, it comprises of 3 main segments:
 Empowered Individual which implies Establishing a culture of innovation, continuous
learning and improvement and Leverage knowledge of 37000 employees
 Connected Teams which spans across geography, culture and enterprise collaboration
 And make it a Knowledge Led Organization
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The guiding principles of km environment of Unisys are:
1) Empower user
2) Organic growth
3) Share by default
4) Ease of use
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Coming to the stakeholders impacted by its KM process,
1) Process team: It is involved in Rationalizing the processes to capture KM related data
on reuse
2) Resource Management Team: Which generates employee movement report
3) Delivery Team: Which is involved in delivering KM and all interventions
4) Technical Competency Development team n Domain capability development team:
Both of which are involved in Reusing and Knowledge Sharing
5) And L&D team: To Track and close knowledge gaps
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Now lets see what were the challenges faced by Unisys before KM implementation
The organisation was facing the following issues:
 Silo’d Knowledge
  Disconnect between innovation and ideation
 Incapability of finding and connecting Subject Matter Experts
 Inconsistency in capturing and reusing knowledge
 Lack of social collaboration platform
 Cultural mindset of knowledge hoarding
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KM implementation
Unisys formed a team to develop a comprehensive Knowledge Management system after
recognising the need for a better approach to gather knowledge and collaborate
KM implementation was done in 5 steps
1) Inception
2) Elaboration
3) Construction
4) Implement:
5) Evolution:
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Roles n responsibilities of km team
 KM Strategist/Leader:Responsible for KM strategy, design, and development
 KM Champions: responsible to Promote, support and communicate KM initiatives
 Knowledge brokers: Support members of their teams in connecting with a bigger
body of information.
 KM Leads: Expand the scope of the KM framework.
 Support Team: Representative for various KM initiatives and being a point of contact
for their project/group team.
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Now lets see the timeline of Knowledge Management in Unisys
 2013: This year marked the inception of Knowledge management in Unisys. KM
Vision was captured
 2014-15: A uniform knowledge management architecture was built and Streamlining
of project and process knowledge base was done.
 2016-2019: Knowledge management approaches and initiatives helped Unisys
achieve tremendous progress in terms of innovation and thought leadership. Microsoft
SharePoint was implemented
 2020 and beyond: Unisys is looking forward to extending their KM vision,
streamlining idea capture and sharing
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Inter and Intra Communities of Practice
Within the organisation, there are several Communities of Practice.
Events like Unisys Hackathon 20/20, NASSCOM Tech Connect, Tech Series, Cloud 20/20
are conducted
Cloud 20/20™ technical project contest has received close to 50,000 registrations and 5,000
idea submissions. Winning ideas have been made a part of Unisys sponsored research
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Coming to the softwares/platforms used for KM at unisys
Unisys uses SharePoint Portal Server 2003 integrated server software to enable strategic
communities. virtual collaboration rooms are there in which updated documents, project
plans, to do lists and calendars are updated for employees to use.

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Furthermore, Unisys enables knowledge sharing by
 Unisys community centre
 Socially enabled intranet which enables sharing of Employee specific “Regional” and
“Organization” news, podcasts, blogs, news
 Sharing expertise through My Site feature
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Now, lets deep dive into the KM initiatives and portals that Unisys has, along with their
snippets. First one being Intranet “:Inside Unisys”
The purpose of this is to streamline access to knowledge and to showcase social capabilities
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Here’s a snippet of NewsGator social engine which is Added on top of SharePoint to increase
social functionality of My Site Profile

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Unisys has this portal of Transparent Newsfeeds and Blogs

Employees are able to share and learn more easily due to the combination of "My Newsfeed"
and "My Blog"

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Communities Centre

Employees may go to Unisys Communities to identify subject matter experts, share and
exploit best practises, and grow and contribute to their profession.

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Knowledge & Collaboration centre
To assist employees, flourish in their profession, the Knowledge & Collaboration Center
offers a variety of "click and learn" education and training tools

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Engagement knowledge base to find engagements by client, solution, geography, business
unit, etc and contribute learnings

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This is the km team with Shilpa sharma who is KM lead

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We have identified the following costs which Unisys must have incurred while incorporating
a KM system in place-
 Purchase (Hardware procurement- $65000, Software- (Microsoft Share point- $10 per
user.37000 users)
 Implementation (user training costs, organizational changes, process changes,
development of new procedures- $197000
 Development (systems analysis, design, programming, and testing of the software-
$97258
 Maintenance (system operations, software maintenance, licensing, communications,
training- $63960

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The benefits observed were-

Increased Revenue • Cost Containment • Improved Customer Service • Quality • Improved
Internal Processes. These are admirable outcomes which indicate that KM results directly
affect positive outcomes in the areas that business people rate as essential to success. They
can be quantified as-

• 91%
• Of their targeted employee user group activated and populated their My Site
Profiles
• 77%
• Of the 20,000 in scope Unisys Global Employee population enabled My Site
social tools
• 100%
• Of senior leadership have active My Sites and promote social collaborations
within their organisations

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Coming to the challenges, these are some of the challenges that we have identified in their
current KM system
01. Lack of Idea capturing
02. Need to Simplify community enablement
03. Need a stronger Knowledge Retention strategy
04. Absence of KM Rewards and Recognition
05. Need of a System to Capture Tacit Knowledge as well
06. Recovering Knowledge from leaving staff
07. Lack of Ownership of the knowledge

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Recommendations:
For a more robust and effective KM at Unisys, we have the following recommendations:
 Implement an ideation model into communities
 Encourage employees through KM reward and appreciation system
 Formulate a knowledge retention strategy by including initiatives and tools for eg
reward structurers, mentoring, interviews, and utilizing knowledge from retirees.
 Capture tacit knowledge as well: Unisys is prioritizing explicit (formal)knowledge but
its important to prioritise tacit(informal, experience based knowledge) as well.
 Implement the knowledge ownership practice: This is an effective way to maintain
Unisys KM. Attaching employees’ names to the knowledge they provide will
motivate employees to be diligent in adhering to KM rules and in providing well-
organized, credible and accurate information. In that way, the reward system would
be easy to implement and good knowledge providers can take credit for their efforts.
Also, KM maintenance will become much easier since employees will be held
responsible for their own knowledge

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Our learnings are:

o Develop an end-state vision, a strategic plan, and an implementation road map.

o Use metrics to track progress and identify potential roadblocks.
o Create a Culture Transformation approach that affects employee behaviour
o Encourage workers to create a corporate presence (profile), construct a valued
network of colleagues, and join communities to interact, share, and learn from experts
more effectively.
o Early on, engage important organizational stakeholders as champions to "lead by
example" and be "visible" change agents.
o Avoid adaptations that increase complexity by using technology "out of the box.“
o Provide "click and learn" education and training that is self-contained.

Thank you !