Q1. Analyze the knowledge management efforts at Tata Consulting Services ( TCS) using the knowledge management value chain model.
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- Tata Consultancy Services | Technology, Digital Solutions, Consulting
- Natural Capital Protocol: Case Study for Tata Group
Under the new deal, the terms of the agreement have been extended for an additional five years so as to expire on December 31, , with three one-year renewal options granted to Nielsen, the TV rating company said in a regulatory filing to the US SEC.
Tata Consultancy Services | Technology, Digital Solutions, Consulting
The filing stated that the Mumbai-based firm will globally provide Nielsen with professional services relating to IT -- including application development and maintenance -- BPO, client service knowledge process outsourcing, management sciences, analytics, and financial planning.
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Over the last five decades, TCS has navigated every technology change by investing in organic talent development, in keeping with its core value of fostering a culture of lifelong learning. The sheer scale and rapidity of technology change in the Business 4. TCS Digital Learning Platform is an integrated ecosystem that combines virtual, physical and experiential learning infrastructure with high quality content, available any place, any time and on any device.
There are virtual development environments where learners can try out their learning, with a social connect so they can consult peers.follow url
Natural Capital Protocol: Case Study for Tata Group
Additionally, there is a focus on enhancing the learning experience through simulations, gamified learning and adaptive assessments. From nano courses designed to create awareness to deep dive-based practice content for higher levels of competency and certifications, content is available according to the needs of the learner. Leadership training is another focus area for TCS, with different Leadership Development Programs tailored for entry level managers and for middle managers. TCS Inspire2Lead initiative is focused on energizing employees in supervisory roles and helping them become better leaders.
The Company uses a number of senior leaders who are certified coaches to mentor and coach upcoming leaders. A special program for grooming mid-level women managers for leadership roles has started giving results. Some of the initiatives are: country specific culture shots offering training for first-time visitor to a new country, training on English language for non-English speaking employees and training on 11 foreign languages. Employees can choose their own mentor based on a match with their aspirational skill sets. Many employees reached out internally with their own real world stories.
The discussions in this section relate to the consolidated, Rupee-denominated financial results pertaining to the year that ended March 31, Significant accounting policies used in the preparation of the financial statements are disclosed in the notes to the consolidated financial statements. This was largely an outcome of greater demand for our services and solutions during the year, driven by expanding participation in our customers growth and transformation initiatives.
In addition, there was some benefit from the movement in currency exchange rates.
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- 1. Analysis of the Knowledge Management at Tcs Using the Knowledge Management Value Chain Model.!
There was also significant volatility in exchange rates of emerging markets currencies. Average currency exchange rates during FY for the three major currencies are given below:. The constant currency revenue growth for the year, which is the reported revenue growth stripped of the currency impact, was Segment revenues, year on year growth, a brief commentary and segment margins are provided below:. Additionally customers are undertaking enterprise wide business transformation programs to drive synergistic growth.
Global economic growth is projected to weaken from 3. However, given the evolving role of technology as a key strategic enabler across multiple industries, traditional correlations between economic growth and technology spending by enterprises may get tested hereafter.
Industry after industry are realizing the power of digital technologies and their businesses are increasingly embedded in technology. This is leading to reimagination of their technology landscape, delivering experience through enterprise and consumer apps on the front, investing in an always-on digital core, adopting open APIs and microservices to participate in ecosystems.
In addition, data, analytics, intelligent automation all leading to adopting consumption driven as-a-service business models, agile way of working, greater cognitive quotient in their day-to. All these are key areas of investments across enterprises that result in greater flexibility to business in growing organically, or participate in mergers and divestitures with ease.
Our global operations bring in considerable complexities and in response to that, we have established a robust enterprise risk and compliance management framework and process to ensure achievement of our strategic objectives. This process is enabled by a digital platform that provides an enterprise-wide view of risks and compliance which enables us to take a more holistic approach towards informed decision making. Risks are assessed and managed at various levels with a top-down and bottom-up approach covering the enterprise, the business units, the geographies, the functions and projects.
Listed below are some of our key risks, anticipated impact on the Company and mitigation strategy. TCS has aligned its current systems of internal financial control with the requirement of Companies Act , on lines of globally accepted risk based framework as issued by the Committee of Sponsoring Organizations COSO of the Treadway Commission. The Internal Control - Integrated Framework the 20l3 framework is intended to increase transparency and accountability in an organizations process of designing and implementing a system of internal control.
The framework requires a company to identify and analyze risks and manage appropriate responses. The Company has successfully laid down the framework and ensured its effectiveness.
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TCS internal controls are commensurate with its size and the nature of its operations. These have been designed to provide reasonable assurance with regard to recording and providing reliable financial and operational information, complying with applicable statutes, safeguarding assets from unauthorized use, executing transactions with proper authorization and ensuring compliance with corporate policies.
TCS has a well-defined delegation of power with authority limits for approving contracts as well as expenditure. Processes for formulating and reviewing annual and long term business plans have been laid down. It has continued its efforts to align all its processes and controls with global best practices. Our management assessed the effectiveness of the Companys internal control over financial reporting as defined in Clause 17 of SEBI Regulations as of March 31, LLP, the statutory auditors of TCS have audited the financial statements included in this annual report and have issued an attestation report on our internal control over financial reporting as defined in section of Companies Act The audit is based on an internal audit plan, which is reviewed each year in consultation with the statutory auditors and approved by the audit committee.
In line with international practice, the conduct of internal audit is oriented towards the review of internal controls and risks in the Companys operations such as software delivery, accounting and finance, procurement, employee engagement, travel, insurance, IT processes, including most of the subsidiaries and foreign branches. TCS also undergoes periodic audit by specialized third party consultants and professionals for business specific compliances such as quality management, service management, information security, etc.
The audit committee reviews reports submitted by the management and audit reports submitted by internal auditors and statutory auditors. Suggestions for improvement are considered and the audit committee follows up on corrective action. The audit committee also meets TCS statutory auditors to ascertain, inter alia, their views on the adequacy of internal control systems and keeps the board of directors informed of its major observations periodically.
Based on its evaluation as defined in section of Companies Act and Clause 18 of SEBI Regulations , our audit committee has concluded that, as of March 31, , our internal financial controls were adequate and operating effectively. Funds invested exclude earmarked balances with banks and equity shares measured at fair value through other comprehensive income. Current Non-current Total funds invested Investments in mutual funds, Government securities and others 29, 35, 29, 35, Deposits with banks 6, 2, - - 6, 2, Inter-corporate depoits 7, 2, 58 1, 7, 4, Cash and bank balances 6, 4, - - 6, 4, Total 49, 45, 2, 49, 47, Total invested funds include crore for the year ended March 31, March 31, crore , pertaining to trusts and TCS Foundation held for specified purposes.
Corporate spending on technology has shown strong correlations with GDP growth. The Company derives a material portion of its revenues from customers discretionary spending which is linked to their business outlook. Political disruptions or volatile economic conditions US- China trade conflicts, Brexit, escalation in conflicts between India and Pakistan, US elections etc. Distributed software development models require the free movement of people across countries and any restrictions in key markets poses a threat to the global mobility of skilled professionals.
Legislations which restrict the availability of work visas or apply onerous eligibility criteria or costs could lead to project delays and increased costs. Rapidly evolving technologies are changing technology consumption patterns, creating new classes of buyers within the enterprise, giving rise to entirely new business models and therefore new kinds of competitors.
This is resulting in increased demands on the Companys agility to keep pace with the changing customer expectations. Failure to cope may result in loss of market share and impact business growth. Given the scale and geographic spread of the Companys operations, litigation risks can arise from commercial disputes, perceived violation of intellectual property rights and employment related matters.