The Effect of Titan’s KM Initiatives in Different Parts of the

TheEffect of Titan’s KM Initiatives in Different Parts of the Business

TheEffect of Titan’s KM Initiatives in Different Parts of the Business

Althoughknowledge management is not a relatively new concept in the field oforganizational management, it still has relevance in the contemporarybusiness environment. According to Li &amp Song (2009) knowledgemanagement refers to the process of creating and acquiring knowledgefollowed by appropriate use of that knowledge in strengtheningorganizational performance. In essence, organizations that adopt theconcept of knowledge management aims at capturing knowledge fromdifferent stakeholders develop and share that knowledge among the keystakeholders. The organization then ensures the stakeholders utilizethat knowledge in enhancing organizational performance at theindividual and departmental levels. Currently, the phases ofknowledge capturing, development, and sharing across the large numberof stakeholders, especially in large and multinational firms isfacilitated by the modern technology. This paper addresses theprocess of knowledge management at Titan with a focus on its effectson various parts of business and relationship between information andtechnology.

Theknowledge management initiatives adopted by Titan have affected itsbusiness parts in three major ways. First, the knowledge sharingaspect of knowledge management has revolutionized the engineeringdepartment and allowed it integrate information from otherstakeholders in its operations. For example, knowledge sharing hasallowed the engineering department to hold discussions and takecomments from shop customer, which are entered into the knowledgesharing portal (Rao, 2010). This implies that Titan engineers areable to collect and integrate the views of consumers into the productdesign process. This is one of the key strategies that have allowedthe Titan to produce goods that address the needs of consumers. Thisis consistent with Rasula, Vuksic &amp Stemberger (2012) findingsthat the periods of rapid changes in technology are also the periodof incessant struggle to acquire competitive advantage, which canonly be achieved through effective knowledge management. In addition,Titan uses CoPs that cover different activities, including toolmanufacturing and customer service (Rao, 2010). This increasesTitan’s capacity to produce goods that are appealing to its targetconsumers. This implies that the adopting of the knowledge managementhas enabled Titan to capture the consumers’ needs and manufactureproducts that address those needs.

Secondly,the adoption of the knowledge management concept by Titan hasincreased the performance of the sales department. The knowledgemanagement portal links the sales representatives of Titan to theorganization and allows them to share their knowledge with otherstakeholders. According to Rao (2010) the portal targets Titan’ssales representatives who have adequate information pertaining totheir territories as well as business relationships in theirrespective areas. This means that the knowledge management portalgives Titan an opportunity to collect information from the ground bysimply allowing the sales representatives to upload their views,which are then shared to other stakeholders who can access the sameportal online. Although the portal is mainly used to facilitateinformal sharing of knowledge among the sales teams, the exerciseattracts the sales staff to the formal methods of sharing knowledgeand information. This allows sales representatives located indifferent regions to advise one another on the most appropriate waysof converting non-sales to sales, thus increasing the organizationalperformance.

Third,knowledge management at Titan enhances efficiency of the publicrelations and marketing departments. The knowledge managementframework adopted by Titan enables the stakeholders to share consumerdelight tips and gives retailers an opportunity to innovate (Rao,2010). This provides sufficient information that can be used by Titanto enhance its relationship with retailers and customers. Inaddition, Titan used CoPs that cover many activities (including theshowroom and customer service maintenance). This creates a platformfor Titan to establish a rapport with its target consumers, thusenhancing its performance in the long run.

Theeffects of knowledge and information technology are related to eachothers in several ways. Their relationship is founded on the notionthat information serves as the raw material for knowledge innovation(Li &amp Song, 2009). For example, information about the componentsand features of different products furnishes the company engineerswith the knowledge that helps them reduce the duration of developingnew products. Similarly, knowledge management at Titan, which ismainly accomplished with the help of IT portal and CoPs, allows thefirm to manufacture quality products. In addition, the use of moderntechnology to facilitate the process of knowledge management helpsthe company in collecting the information about customer needs moreaccurately and quickly. This suggests that information technology andknowledge are complementary and they jointly improve theorganizational performance.

Inconclusion, the knowledge management initiatives adopted by Titan aresome of the major factors that have contributed towards its rapidgrowth and competitiveness. These initiatives have revolutionizeddifferent units of the organization by increasing their efficiency.Knowledge sharing is one of the key aspects of knowledge managementthat has allowed the engineering department to access informationfrom other units and uses it in designing products that are moreappealing to Titan’s target consumers. Information sharing has alsoallowed the sales representatives to share ideas on the mostappropriate ways of converting non-sales to sales, which haveincreased financial returns for Titan. Knowledge management is aplatform that has allowed the Titan to establish a good rapport withall the stakeholders. In essence, the knowledge managementinitiatives implemented by Titan has increased efficiency of variousdepartments, thus enhancing the overall productivity of theorganization.


Li,B. &amp Song, W. (2009). A discussion on the relationship and mutualeffects of knowledge management and information management. AsianSocial Science,5 (8), 166-177.

Rao,M. (2010, December). Case study: Knowledge management at Titanindustries. KMIndia.Retrieved August 27, 2014, from

Rasula,J., Vuksic, V. &amp Stemberger, M. (2012). The impact of knowledgemanagement on organizational performance. Economicand Business Review,14 (2), 147-168.