Introduction:
Technology platforms
Much of what is deployed to support their various KM
initiatives is custom-developed, but the tools are supported
on a variety of standard hardware and software platforms,
particularly Microsoft Windows, Linux, Microsoft
Office, OpenOffice (the open-source alternative to Microsoft
Office), and a host of other off-the-shelf and custom
applications.
Implementation was eased by the fact that it was not one
single mega project, but a combination of many experiments
and modular launches. This means that they nurtured what
worked and discarded along the way any elements that
plainly did not work.
One early project was a ‘Yellow Pages’-style directory for the
entire corporate group. These, of course, are quite common
KM tools, helping put staff in direct contact with one another.
The result, Peoplefinder, is the experts’ directory that
employees use to locate others and update their own profile
with interests, areas of expertise where they can help
colleagues and other relevant information. Creating it was
like opening the doors and windows in a dusty house shut for
many months as people who did not even know who was
sitting on the same floor as them suddenly got ‘connected’
and it continues to be one of the most-used sections.
Many implementations began as line-of-business pilots. ‘At
your Service’ is one such example in which employees who
are also customers of the bank can talk directly with the
product and process teams for personal banking issues. With
a back-end plug-in to the call centre it serves the dual
purpose of learning while solving problems. It was so
effective that it was replicated for other teams too.
Compliance, quality and customer service
In 2002, the bank launched its quality program to achieve the
relevant certification levels throughout the organisation.
Naturally, KM’s role was to support the quality team and they
did this by building a KM mini-portal on quality. This quality
‘portlet’ maintains the background material, documents on
Six Sigma methodology, international quality standards,
certifications and everything else that relates to
the organisation’s endeavors in maintaining quality levels.
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Staff can also post and respond to queries and interact with
the quality experts.
KM tools and techniques are also deployed so that customer-
service teams and those staff who deal directly with the
public can share almost everything related to customer
complaints and service quality issues, from branch and
customer satisfaction with cash machines, to standard
templates, letters, tools, to recognising and celebrating
customer satisfaction benchmarks and people who have
achieved it. The various activities, contributions and postings
help spread the good practices throughout the bank.
Of course, banks today have to deal with growing regulatory
demands, including circulars and notices from the regulatory
authorities that must be followed to the letter. They therefore
created E-Circulars to inform and educate staff on regulatory
and compliance matters. It is used by designated senior
managers who have a duty to inform employees on
guidelines issued by various regulatory authorities as they
affect the bank’s policies, products and processes. It is not all
one-way. Recipients can also be tested with four or five key
questions to ensure that they broadly understand the
content.
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Conclusion:
ICICI Bank has grown six-fold since its KM strategy was
established in 2000, making it the second biggest
in India today and that strategy has been robust enough to
grow with it.
Today, ICICI Bank offers a wide range of banking products
and financial services to corporate and retail customers
through a variety of delivery channels and through its
specialised subsidiaries and affiliates in the areas of investment
banking, life and non-life insurance, venture capital and asset
management and is known as one of the leading and successful
bank in the world.
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Bibliography:
1.www.wikipedia .com
3. www.icicibank.com