Business Information System: Infosys Knowledge Management Report

This report analyzes the Knowledge Management System (KMS) at Infosys, addressing the need to adapt to a changing business model and evolving market demands. The analysis evaluates the existing KMS and proposes modifications to enhance system productivity, customer relationship management, and employee training. The report emphasizes the integration of web-based platforms to improve communication and collaboration, along with strategies to enhance employee skills. A roadmap for implementation is outlined, focusing on integrating processes, linking knowledge, and creating a strategic framework for collaboration. The report suggests a survey to gather employee feedback and the creation of a business and IT strategy, including the use of value chain model analytical tools. The implementation timeline, resources needed, and key performance indicators (KPIs) are also discussed, highlighting the importance of employee and customer feedback, along with organizational efficiency metrics. The report concludes with a list of references used in the analysis.

RUNNING HEAD: BUSINESS INFORMATION SYSTEM
Title: Knowledge Management
Name of Student:
Name of University:
Author Note:

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2. The Knowledge management system in the company is in general considered to be meeting
the basic criteria of serving everyone associated with the process of understanding, evaluating
and thereby effectively organising the business (Girard & Girard,2015). An effective Knowledge
management system is expected to provide the group with the relevant knowledge and the
required benefits. Creating a new system would be costly and yield plenty of risk. Implementing
change in the current system allows the cost of modification to be reduced.
A. System Productivity: the knowledge management system must be able to store as well as use
the already existing knowledge. The modified management system must have in its preview the
adequate body of the old knowledge as this will help the organisation in reviewing the
effectiveness of the older one and decide which one to retrieve in the present situation (Omotayo,
2015). In its content, the modified management system must also aim at improving the quality of
the system in the older one. The modification and assessing the
B. Inform customers about issues relating to design : the modified knowledge management
system is also required to fulfil the criteria of the customer relationship management. This
technique will focus mainly on the modified market concepts as well as marketing strategies
mainly the one to one marketing, Relationship marketing and the rethinking processes. The
major importance of the modified knowledge management system is to manage the customer life
cycle and its value. thus, the main agenda of the modified system will be to incorporate those
ideas and approaches that will provide an in-depth informations about the issues related to the
designs. In the process of the implementation of the organisational concepts, the cost benefit
analysis has to be taken into account (Liebowitz, 2019). The incorporation of this criterion in the
knowledge management system is effective on the ground that the company has aimed at

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informing the customers about the designs on the online platform. Thus, the modified KMS must
include the customer management point of view.
C. Web based platform: The modified knowledge management system must be effective in
collaboration and communication. Since one of the main target of the company is to develop the
learning skill of the employees by the process of training and development. The development
process can be accelerated by the means of accelerating the platform of the web based learning.
Most of the customers are familiar with the usage of the online mediums. Thus, a total web based
platform will help the company in keeping in touch with the customers and to provide
informations that are required. (Hislop, Bosua & Helms, 2018).
D. Enhancing the training and skills of the employees: Tools like the automated categorisation of
the knowledge helps in the application of knowledge in existing silos as well as of the incoming
streams. The modified knowledge can help the organisation to focus on the needs of the
employees. These tools can be used to assist persons assigned to the task of knowledge
classification by providing a preliminary “first cut” based on the contents of a knowledge source.
The incorporation of this criterion will help the organisation in properly evaluating the
employees, what are their strengths or weaknesses. Accordingly, the plans for the development
and training skills will be chalked out. This will ensure a better productivity.
Question 5: Roadmap for the implementation of the approach:
Rather than re-create a modified system and eliminate the existing system used at InfoSys, tweak
aspects of the current system by integrating a few modified components. InfoSys should look to
integrate processes while linking knowledge and creating a strategic framework that encourages
collaboration (Jose, 2016). Through integrated teams, employees can partner with customers to

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create best practices. Such an integrative collaborative system will minimize routine automation
of tasks and reduce the individualization of knowledge.
The company has to, in the very beginning, perform an in detailed survey in order to seek
inputs from the employees and ask for their views in making the system better so that the
company can be made better under the concept of information system and design thinking. The
company must then focus into the BUSINESS-IT synchronisation (Bhargava, 2017). This
synchronisation will effectively help the company in understanding the value of the current IS
outcome. This will in turn help the company to attain and generate a sustainable approach in the
business. the main approach towards the implementation of the knowledge management system
is to develop a business and IS strategy. The company must start creating a modified strategy
with the value chain model analytical tools so that it can highlight the activities within the
company where the competitive strategies can be applied and in which places exactly the
competitive strategies can impact the organisation (Sadagopan, 2014).
The company in this case can:
1. improve the cost position of the farm.
2. increase the opportunities of the profit.
3. create the modified revenue streams.
4. Enhance the ease of the customers in doing the business.
In the beneficial synchronisation of the IT and the Business, the company must develop a
combined effort in the involvement of the web based conferences and can create a virtual
platform where the sharing of knowledge can be made easier. By means of sharing the

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informations through the social medias written clearly and promptly will incorporate the idea of
the IT as well as about the business to the customers that will help to generate a better knowledge
sharing process.
Timeline:
Resources Needed Funding
1. Survey experts and tools By applying quick deployment model
2. SMEs to improve the content of knowledge Creating modified revenue streams
3. alignment to IS strategy Improving the cost position of the farm.

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Key Performance Indicator
Employee Feedback This is a qualitative evaluation yardstick. In the due course of the
implementation process feedbacks should be taken from the employees
involved. The more positive the feedback will be, the more will be the
effectiveness of the implemented system, and vice versa
Customer Feedback With the progress of the implementation, the reviews from customers
will be taken. The positive response will indicate the effectiveness of
the organisation and vice versa
Organisational Efficiency The measurement of the increase or decrease of the organisational
efficiency will reflect the effectiveness of the system.

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Reference List:
Bhargava, P. (2017). Financial analysis of information and technology industry of India (a case
study of Wipro Ltd and Infosys Ltd).
Girard, J., & Girard, J. (2015). Defining knowledge management: Toward an applied
compendium. Online Journal of Applied Knowledge Management, 3(1), 1-20.
Hislop, D., Bosua, R., & Helms, R. (2018). Knowledge management in organizations: A critical
introduction. Oxford University Press.
Jose, P. D. (2016). Business and society: creating shared value: in conversation with NR
Narayana Murthy, Founder, Infosys. IIMB Management Review, 28(1), 43-51.
Liebowitz, J. (2019). Building organizational intelligence: A knowledge management primer.
CRC press.
Omotayo, F. O. (2015). Knowledge Management as an important tool in Organisational
Management: A Review of Literature. Library Philosophy and Practice, 1(2015), 1-23.
Sadagopan, S. (2014). Management information systems. PHI Learning Pvt. Ltd..
Thangam, S. V., Arora, S., Teli, P. N., Pisipati, R. K., Natarajan, S., & Subbarao, V. (2014). U.S.
Patent Application No. 13/929,768.