KM, quickly deployed

Quadriga, a European provider of technology to the hotel sector, is a developer of IP-based applications that take advantage of broadband technology to deliver point-to-point media and communications services.

In April 2002, top management team set out to create a bold new business model for Quadriga that would leverage the fresh influx of technology expertise (know-how) combined with a proven, customer centric (know-why) marketing network across Europe. Owing to its rapid growth in organization size and the increasing geographic spread, one phrase could describe Quadriga then: the speed of change at the core was much higher than the speed of communication to the ends.

Combining this new know-how with the proven know-why meant transcending geo-cultural barriers and capturing the knowledge embedded in people and processes, evaluating its currency and sharing it effectively. There was a rapid realization that the company needed effective mechanisms to promote real-time knowledge sharing and collaboration across functions and geographies.

Quadriga sought a change agent to assist in this process. Zensar was chosen as the preferred partner by Quadriga to be a catalyst in the realization of its KM vision. Zensar worked closely with the leadership team to form the knowledge management team at Quadriga that would first set realistic goals and then define a practical approach to accomplish them.

The goal was to build and implement a platform that would enable key business stakeholders to share knowledge in real time and enhance organizational effectiveness and efficiency. This platform would also drive cultural change, increase competency and responsiveness and eventually lead to innovation.

The knowledge management team faced several challenges that inhibited the path to realization of the team's goals:

• existence of geographic and functional silos,

• user cynicism due to past failed attempts at managing information,

• a divide between new joiners and old-timers,

• need for a demonstrated success that would create a culture of knowledge sharing, and

• lack of a suitable technology infrastructure to support these initiatives.

The approach

Zensar leveraged its practical experience in successful KM implementation to drive a "think big, start small" approach. In full appreciation of the challenges ahead, the KM team concentrated on creating an early win and exploiting appropriate forums to build acceptance toward KM. Once created, this early win would pave the way for quick wins to follow in short succession to build the KM momentum.

Quadriga was growing rapidly (almost an employee a day at times). New faces presented everyday challenges in open communication. Massive changes in organization structure were not helping this either. The KM team realized that finding the right people and creating fresh working relationships was the biggest challenge.

Within a short period of three weeks, the team created a solution that would help in locating the right person or expert across the whole business using multiple criteria. Realizing the impact, the leadership team at Quadriga provided the opportunity to demonstrate this solution at a companywide forum. A KM survey was conducted immediately following this demonstration. Having experienced the power of the KM concept, 75% of the participants volunteered support for KM. The KM team increased that figure to 90%.

A project team consisting of technologists and knowledge management consultants was created. A full-time knowledge manager position was created within Quadriga and rapidly staffed. Evangelists were identified within the organization to champion the cause. The people were in place.

Macro- and micro-level objectives were defined using a process of intensive interviews and knowledge mapping with a cross section of the Quadriga community. Learning and best practices from other Zensar clients were introduced and relevantly inducted. The solution blueprint was in place.

Technology, the key enabler, was now rolled out. Using standard technologies from Microsoft, a KM system was built. The following key modules were the last block in setting the stage for vision realization:

• collaboration, communication and co-ordination tools;

• central repository with intelligent categorization and document profiling;

• multiple retrieval mechanisms like personalized notifications and a powerful search;

• expert finder using Zensar's "I Need-I Know" framework;

• contact management databases; and

• publishing and content management tools.

Embedding knowledge practices

Zensar's consultants worked closely with Quadriga's knowledge manager for several weeks to help embed KM within the organization and ensure that the original vision was realized.

Through this solution, the horizontal KM layer was now in place. Institutionalizing KM culture meant seamless integration with daily activities. Zensar's team rolled out three powerful vertical KM modules from its best practice solutions repository.

Quadriga's business was evolving. Virtual team spaces which would serve as KM work benches for project, product and sales teams were created. The objective was to capture all happenings in real time rather than post-mortem, ensure business continuity throughout changing teams and rapidly reduce the e-mail overload.

Like any other fast growing company, Quadriga's operations relied on a multitude of meetings. The KM team highlighted the significant administrative overload in managing the information generated or consumed during these meetings. To maintain continuity during discussions, and to make informed decision during meetings, it was necessary that the management team had up-to-date access to all decisions, actions, issues and discussions in as easy, efficient manner. Zensar designed a management cockpit for the senior management team. This solution resulted in paperless weekly review meetings. This was a highly visible and tangible quick win and the Quadriga leadership team was seen as "walking the talk" in KM.

Enthusiastic user response resulted in two more management cockpits for the projects and products team.

Lessons learned

Be it negotiating a large contract or trouble shooting a product installation, Quadriga was gaining new knowledge every day. Massive operating efficiency gains could be achieved by capturing these lessons quickly and pushing it to all concerned instantly. The KM team created a lessons learned environment by leveraging the existing KM solution.