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IN INDIA, several companies have attempted to implement knowledge management (KM) with varying degrees of success. The RPG Group set up a Knowledge Integration Programme to create a common pool of knowledge on innovations, cost-saving measures, and so on, that could be easily accessed by group companies.

But it is among the IT companies that KM is most actively practiced. However, most Indian companies are finding, as their overseas counterparts have, that it is not easy to get their employees to generate and share knowledge using the technologies that are put at their disposal. The hardware in terms of making KM technology available is the easy part. But the software part of getting staff motivated to use it regularly is proving difficult.

The reluctance to share knowledge has many reasons attached to it. In the knowledge-intensive IT business, more than anywhere else, knowledge is power, or money power to be precise. Companies such as Infosys have therefore experimented with a system of rewards and incentives for inducing knowledge sharing. A few have even attempted to include knowledge sharing as part of annual appraisals of employee performance. KM is still in its infancy in India. Few companies have thought it fit to create a point person or people responsible for it. Unlike in the West, where titles of Chief Knowledge Officer or Chief Learning Officer have been in vogue for years, in India such dedicated people are few and far between.

For the most part KM has been tagged on to somebody's existing responsibilities, often resulting in a step-motherly treatment. But this situation cannot last given the increasing competitive business environment in India. KM is no longer a luxury for Indian companies. It is a necessity that can make all the difference between survival and an early demise.

Sujay Darekar

Verbal channel

ONE common characteristic of successful people is their ability to use language well. The spell-binding orators, the sought-after motivational speakers, the outstanding technical presenters may look good, may have good visuals, and may have convincing voices, but they almost assuredly will have a good command of their language.

While language is a primary vehicle to further communication, nothing interferes more with communication than language. The interference is deliberate when we use words to impress, deceive, or cover up, rather than to communicate.

Effective language is directive: Combined with vocal stress and timing, directive language makes a powerful tool for the speaker. Perceived vagueness or deviousness can cause serious problems to the smooth flow of a presentation.

Effective language is appropriate: Language has a dual capability. It can advance a cause or destroy it. Highest on a speaker's priority list should be the question of appropriateness, because one of the fastest ways to lose an audience is to offend it.

Effective language is understandable: Fortunately, many presentations are interactive, so that befuddled listeners have the option of asking for clarification.

Effective language is forceful: Many things go into the developing of a good presenter. Now language joins the list. The great speakers, the ones to whom we listen and by whom we are moved, almost always use language well. Not their visual aids, the colour of their suits, or the gestures that they used, but their words, as transmitters of their ideas and opinions.

J. Preethy

CAs in BPO

FINANCE and accounting business process outsourcing (BPO) is just not mere recording of client's financial transactions.

Today clients ask for things such as trend data analysis, working capital management, exception management and so on, essentially information that would help the chief financial officer (CFO) to make better decisions. Moreover, foreign clients also require that the service provider has knowledge of their country's accounting standards.

Chartered accountants possess specialised knowledge in finance and accounting areas. They possess the ability to imbibe knowledge of accounting standards of other nations.

Being experts in financial data analysis, chartered accountants can analyse figures and give reliable reports to CFOs to facilitate them take informed decisions.

One new area that has recently emerged in this segment is the preparation of US individual tax returns.

Challenges in BPO: Many CA firms in India are proprietary or small partnership firms. They lack the necessary infrastructural facilities necessary for undertaking BPO in large scale. They also lack the contacts essential to get BPO contracts from abroad.

G. Sairam

(Edited extracts from a paper presented at the 16th All India CA Students' Conference, Chennai.)

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