Gandhi nagar, Majestic bus depot 1 to 5 varraj bus red colour 335 E spice garden kalashipalam

Introduction
The Housing Development Finance Corporation Limited (HDFC) was amongst the first to receive an 'in principle' approval from the Reserve Bank of India (RBI) to set up a bank in the private sector, as part of the RBI's liberalisation of the Indian Banking Industry in 1994. The bank was incorporated in August 1994 in the name of 'HDFC Bank Limited', with its registered office in Mumbai, India. HDFC Bank commenced operations as a Scheduled Commercial Bank in January 19951. The Banks mission is to be a World Class Indian Bank, benchmarking itself against international standards and best practices in terms of product offerings, technology, service levels, risk management and audit and compliance. The objective is to continue building sound customer franchises across distinct businesses so as to be a preferred provider of banking services for its target retail and wholesale customer segments, and to achieve a healthy growth in profitability, consistent with the Banks risk appetite2. The Banks business strategy3 emphasizes the following : Develop innovative products and services that attract its targeted customers and address inefficiencies in the Indian financial sector;
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www.hdfcbank.com Annual Report 2010 3 HDFC Bank Limited Annual Report 2010

 Increase its market share in Indias expanding banking and financial services industry by following a disciplined growth strategy focusing on balancing quality and volume growth while delivering high quality customer service; Leverage its technology platform and open scalable systems to deliver more products to more customers and to control operating costs; Maintain high standards for asset quality through disciplined credit risk management; Continue to develop products and services that reduce its cost of funds.

Q.1 What role Information, Communication and knowledge play in gaining competitive advantage for a business?

Theoretical context In the world that rich of information, too much information has become a problem for management level in many companies. With flooded of information, it would be hard to extract the intelligence from those data and it would be even harder to make use of those information in the proper way. The growing service sector and the banking segment calls for ever increasing need to shape and mould consumer satisfaction .Changes in customer expectations need to be monitored. This directly enhances the need for efficient and strategic information management. With the increased globalization and proliferation of banking service providers, many companies in the banking industry are beginning to recognize the importance of the information in decision making regarding the retaining of existing customer, rather than attracting new one. Therefore, business intelligence has become a wide spread concept that allows corporate to get more insight customer profiles. Together with business intelligence, data warehouse serves as a foundation to integrate customer information from proprietary database to the integrated analytical database which provides the customer single view.

Sources of info for campaign management in HDFC Bank The organized information and its relative management over periods of time has become crucial for the service organizations to compete in the market .Our area of study in HDFC Bank (campaign management) also harps on the same logic. The HDFC banks ever --on 24/7 information systems capture the information from these sources : Bank Accounts Centralised info base ATM transactions Credit Card Transactions Net banking Tele Call usage

The various products of HDFC Bank

The internal sources of information like the financial statements, balance sheets, taxation statements , the consumer database and internal MIS statements do vary as per their level of reliability and credibility. The external sources of information for the HDFC Bank include the research on the financial sector and industry by independent research groups, councils and strategy groups as well as the media. Still another viable sources include RBI publications, government studies and international sectorial studies. The other sources include the information and policy perspective gained by senior management by virtue of their participation in government committees and councils as well as industry think tanks, international relations advisory councils and meetings. The media linkages are another vital source of valuable information regarding financial guidelines, areas of taxation as well as revenue generation and trends in consumer spending and payment mechanisms.

Communication-theoretical context Communication is only one of mans multifarious daily activities but it is without doubt the one he indulges in most, the one he cannot exist without, the one that ensures his personal and collective progress. In short, communication is mans most important activity4. Barnard recognised the importance of communication in management, saying, In an exhaustive theory of organization, communication would occupy a central place, because the structure, extensiveness, and scope of the organization are almost entirely determined by communication techniques5 . Effective communication is important for both managerial and organizational success (Dawson, 1996; Kreitner and Kinicki, 1995). It can be witnessed from the viewpoint where employees collaborate, interact, and engage with others in ways which help them understand the importance and meaning of the engagement and achieve certain goals (Barker and Camarata, 1998; Pace and Faules, 1989). The content of communication refers to the message that is transmitted or what is said (Mohr and Nevin, 1990: p. 39). It can be either verbal or non-verbal, intentional or unintentional. Shelby (1998) points out that the content in the message is considered the central part of the communication.

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Fourie, H.P. (1977) Communication by Objectives. Johannesburg: McGraw-Hill. Barnard, C. (1938) The Functions of the Executive. Cambridge: Harvard University Press.

Source: Kreitner, R. & Kinicki, A. (1995). Organizational Behavior. Third Edition. Irwin.

Communication flows in HDFC The communication flow ,basically the direction and scope of digital information regarding banking accounts is more and so centralised in nature. The spikes model guide the network orientation. The decision makers at the corporate level, motivates and supports operating managers to communicate. They help upgrade their communication skills and show that communicating is important, but have to do it by showing and encouraging, not by edict. Viable communication counts for an increase in not only individual receptiveness but also organizational change preparedness (Sinetar, 1988). It is axiomatic that good communication has become an essential component in successful change (McGill, 1996). Amidst this complex IT environment , automation gaps in business processes, are sorted out as customer service issues. The customer is kept abreast visa the active use of SMS alerts, e mailers, ATM personalisation and, Net banking as well as deposit slip customisation .On the whole the initiatives across the customer centric campaigns revolves around the personalisation, speed of transactions and intention to route most transactions across non branch interactions.

Source: Kreitner, R. & Kinicki, A. (1995). Organizational Behavior. Third Edition. Irwin.

Knowledge Theoretical context Knowledge is a justified personal belief that increases an individuals capacity to take effective action6 . Action in this context refers to physical skills and competencies, cognitive/intellectual activity or both. It is described as information combined with experience, context, interpretation and reflection, and valuable information in action7 . Knowledge is a dynamic human process of justifying personal belief towards the truth . Knowledge is defined as a set of structural connectivity patterns8. The term structural connectivity patterns allows the inclusion of knowledge on different collective levels (individual and organizational).
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Nonaka, I. (1994). A Dynamic Theory of Organizational Knowledge Creation, Organization Science, 5 (1): 14-37. Davenport, H. T., De Long, D. W., Beers, M. C. (1998). Successful Knowledge Management Projects, Sloan Management Review, 39 (2): 43-58. 8 Meyer, B., Sugiyama, K. (2007). The Concept of Knowledge in KM: a Dimensional Model, Journal of Knowledge Management, 11 (1): 17-35.

The knowledge transfer process involves the transmission of knowledge from the initial location to where it is needed and is applied. It is considered as an important facet of knowledge management. Some scholars have argued that it provides a firm grounding for developing a sustainable competitive edge in a business environment characterized by high levels of turbulence and innovation9. There is a growing realization that knowledge transfer is critical to knowledge creation, organizational learning and performance achievement10 .The strategic exercise more often

involves data mining and extensive deployment of business intelligence tactics and tools.

Knowledge in HDFC Data represents raw numbers, objective facts and observations. It has no context and is not directly meaningful11 . Information is the result of placing data within a meaningful context. It can be conceived as processed data with relevance and purpose12 . Knowledge is something more than information13. It is validated and authenticated information that is ready to apply to decisions and actions14 . Knowledge involves the processing, creation or use of information in the mind of the individual. Business Intelligence development seems to be the key priority. Various software and information technology based suites and packages are being incorporated to aid knowledge management in the HDFC Bank. Oracle FLEXCUBE Core Banking helps banks overcome the challenges of intense competition, reduced margins, and increased customer expectations by creating a unique competitive advantage built upon improved profitability and an extended customer reach.
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Argote, L., Ingram, P. (2000). Knowledge Transfer: A Basic for Competitive Advantage in Firms, Organizational Behavior and Human Decision Processes, 82 (1): 150-169. 10 Bartol, K. M., Srivastava, A. (2002). Encourage Knowledge Sharing: The Role of Organizational Reward Systems, Journal of Leadership and Organizational Studies, 9 (1): 64-77. 11 Zack, M. H. (1999b). Developing Knowledge Strategy, California Management Review, 41 (3): 125-145. 12 Chennamaneni, A. (2006). Determinants of Knowledge Sharing Behaviors: Developing and Testing an Integrated Theoretical Model, 13 Greiner, M. E., Bhmann, T., Krcmar, H. (2007). A Strategy for Knowledge Management, Journal of Knowledge Management, 11 (6): 3-15. 14 Alavi, M., Leidner, D. E. (2001). Review: Knowledge Management and Knowledge Management Systems: Conceptual Foundations and Research Issues, MIS Quarterly, 25 (1): 107-136.

Multiple delivery channel support, including branches, ATMs, point-of sale terminals, call centers, mobile devices, and internet banking. The Security management covers the application and role-based access across the key centralized, decentralized, and combination deployments. Banks like the HDFC Bank , have realized for some time that focusing on the customer is an important if not crucial determinant of their success. By offering solutions to manage customer information more effectively, integrate and coordinate multiple delivery channels, improve the efficiency of core processes driving the business and leverage relevant opportunities to cross-sell other products and services.

Q2 What managers are doing to improve decision making by using information and knowledge internally and externally to improve decision making and taking?

Decision Making According to Martin and Moldoveanu , the twentieth century is the history of the struggle between capital and labour15. Economically, in the 1950s and 1960s in Western countries16, everyone was a Keynesian, a social democrat, a social Christian democrat or some shade of Marxist. Either way, it was more about the state, be it laissez faire or interventionist, than the worker. This has changed with the advent of the knowledge-worker leading to the knowledge economy. The knowledge economy17 has entirely different characteristics than those economies that came before it. America and the world have changed dramatically in the closing decades of the 20th century18 . The industrial order of the 20th century is rapidly yielding to the new economy of the 21st century.

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MacIntyre, S., (1977). British Labour, Marxism and Working Class Apathy in the Nineteen Twenties. The Historical Journal. Vol. 20. No. 2. pp 479-496 16 George, S., (1999). A Short History of Neo-Liberalism: Twenty Years of Elite Economics and Emerging Opportunities for Structural Change. Global Economy 101. 17 Skyrme, D. J. (2000). Knowledge Horizons. The Present and the Promise of Knowledge Management. Butterworth Heinman. ISBN 0-7506-7247-1. pp 307-323 18 PPI (2008). About the Third Way.

Online databases Keyword: Asia and drink mix How to get information on research works about Asian drink-mix market?

Public information How to provide immediate conter-information against false accusations like syringes in Diet-Pepsi case?

Domestic planning How to increase sales of Pepsi products in the recession-hit stagnant domestic market?

Intelligent marketing information systems

International planning How to replicate the success of Pepsi's Mexican marketing in other Latin Americn countries?

Promotion How to position Allsport against Gatorade and Powerade in the isotonic beverages market?

Distribution How efficient would the snack-food channel be in distributing Pepsi soft drinks in Europe?

Product/price management How should Pepsi increase its sales volume by discount pricing or by increasing its product lines?

Cost management How cost-efficient are the promotions-distributions of Pepsi products in global markets?

Diagram showing the relevance of information systems for decision making

Types of Decision Making in HDFC Bank HDFC Bank has its own specific business information needs. The prime decisions made at HDFC Bank can be classified as those related with the financial product life cycle ,consumer relations and loyalty , generating the transaction and loan based business from across the retail and institutional clients . On the HR perspective, manpower management and award of compensation as well as timely appraisal is absolutely essential .Yet on the operational aspects, the six sigma based operational efficiency needs to be maintained across the branch network, ATM and merchant points of sale and all other viable consumer touch points. Similarly on the strategic perspective ,the business trends needs to be decoded for future profitability.

The various decision support systems are here in the diagram :

In addition, the bank emphasizes that corporate management needs business information about: 1) the situation or facts which relate to the organization or the business environment, 2) Quantitative and qualitative objectives, 3) Methods or means and factors by which the mode of operation of an organization can be changed to match objectives.

HDFC has classified business information under four headings: 1. Organization-specific information, e.g. general information about an organization, business activities, and key success factors. 2. Industry-specific information, e.g. information about supply and demand situations and change processes in the industry. 3. General knowledge of the business environment; e.g. demographical, physical, international, legislative, political, economic, technological, social environment, and cultural information. General knowledge often relates to matters which organizations cannot have affect, but which have an influence on e.g. the entire industry. 4. Information related to a single organization or unit.

Types Of Information And Knowledge

The best option is to built up an information bank for timely action and effective monitoring. A primary concern is managers seeking of information and knowledge in the process of

formulating strategic objectives, framing product and technology plans, making investment decisions, monitoring on-going results, and adjusting allocations of resources to reflect changing opportunities and results. This process involves selectively consuming information and knowledge and generating the guidance to be pursued by the whole enterprise.

Diagram showing the key inter linkages between marketing and other functional departments

Managers spend large portions of their time taking the pulse of their organization and pursuing remediation of various palpitations such as revenue shortfalls, inventory overstocks, and unhappy customers and employees. This often leaves little time for gaining understanding and skill in best practices available from external sources. A critical insight concerns the timerelevance of information.

Diagram showing the Time perspective of information needs

It is apparent that both quantitative and qualitative business information is needed for successful decision-making. On the basis of the levels of information, business information can also be categorized into data, information, knowledge, and intelligence. Types of Information used in HDFC Bank for Decision Making Information has always been at the centre of military and business operations throughout history and will continue to be so. Due to its complicated nature, there is always some uncertainty in a business environment about where the friendly and enemy forces are, what capabilities and intentions they have, and other things of this nature.

In order to prevail against this uncertainty, leaders from the top to bottom levels need to gain information about the enemy and the market space. Only with timely and accurate information can a decision maker consistently come up with the correct action.

The other significant sources include the

managements expertise ,the published industry

research, RBI directions ,BASEL norms, International practices ,BIS standards, monetary policy initiatives, International risk management trends . The best possible source from our observation regarding the consumer is the real time information regarding the transaction, their nature as well as the quantum of these transaction. Such an information indeed plays a vital role in the successful and effective campaign management across the branch network. Suggestion to Improve Decision Making & Taking Today, goods and services include embedded IT components. The wide spectrum of different IT infrastructure and other IT services impact greatly to the effectiveness and efficiency of the processes carried out in enterprises. Every IT based decision making arrangement carries risks. Data encryption methodology needs to transform . Privacy of the consumer needs to be honoured. Information interface and compatibility and synchronisation is absolutely essential for data mining. Along with this cross checking of information information is equally important. and timely updating of consumer

Question 3: What are the strategies to increase personal networking to widen Employees Involvement in the decision-making process?

Personal Networking Networking is all about forming the right connections across the social paradigm. The ultimate purpose is to achieve more of what you are looking for, either directly or indirectly. The people (consumers) possess the worlds stock of money, knowledge and the interests. The most significant part in developing the network is the communication. The communication is in turn based on strategic identification of segments, niches and the right people or the consumers. The social connect or the social interaction is facilitated by this core knowledge. In order to strengthen and develop the network, employees also need to be empowered and engaged in the decision making process. The role of personal connections in the market search may also change as markets mature. Similarly the role of personnel participation of crucial stakeholders in the organisation, the governmental authorities, bank regulator as well as consumer research cells can also not be under estimated. In a nutshell vertical and horizontal personal networking across the organisation is vital for effective decision making in long and short term perspective.

HDFC Banks Strategies to Increase Personal Networking & Improve Decision Making of Employees The various stakeholders in HDFC Banks case include the Board of directors, the middle management as well as the operational executive .The managements participation across the organisation is and would play a vital role in organisational success. Employee engagement focuses more on how psychological experiences of work and work contexts of employees influence them in presenting or absenting themselves during task performance.

Engagement is about creating opportunities for employees to connect with their colleagues, managers and wider organisation. It is also about creating an environment where employees are motivated to want to connect with their work and really care about doing a good job19 . DAprixs (1982) managers communication model is extensively used to improve communication between the manager and employee by focusing on what it is that employees want and need to be satisfied on the job.

Diagram showing role of communication in decision making and facilitating employee engagement

The efforts to establish contact with those who identify and develop business relations leads one to the strategic managers on one side and the operational management on the other side. Relation building is worked out as two prong strategy in HDFC Banks concern .Finance being a service industry harps on personnel relations which in turn transform into business leverages. On the same lines, the personnel bankers, wealth managers as well as the sales managers turn out the organisational vision into reality. This section of management in turn depends to a large extent on meaningful updated information.
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British Report on Engaging for Success

Suggestion to Improve Personal Networking of Employees Information edge cannot be ignored. The access to information is far more vital .More than that the decoding tools and their understanding is far more significant. Consistent Training is often suggested as the remedy for the overall improvement of organisational culture and behavioural aspects. Liasioning and gifting budget for establishing and nurturing the mutual beneficial relationship with the persons who matter in governmental decision making complex. Policy committee participation to reform and transform financial system is often advocated for strategic perspective. Essential audit is often devised and compliance to corporate governance is suggested for long term gains. RBI and governmental compliance is equally relevant in this scenario.

Question 4: Develop a communication process to improve the decision making and organizational knowledge for your chosen organisation.
Communication The notion of social integration20 mechanisms to account for a firms ability to assimilate and transform novel knowledge.

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Diagram showing the information absorption cycle

Communication in HDFC Bank The existing processes focus on IT based and non IT based methods of communication with in the organisation. The non IT based information sharing mechanisms depend on extensive necessary paper work or the essential documentation to secure the banks and consumers interests with regard to hard earned money. The IT based information sharing mechanisms depend on highly secure 128 bit encrypted data communication networks with end to end connectivity. Impact of Communication on Decision Making & Organizational Knowledge The availability of real time information is crucial to the sound decision making across the organisation. In contrast to mass-mediated channels, interpersonal channels provide rapid and continuous feedback and are therefore more capable of providing transactional, response dependent communication, thereby effecting persuasion . Properly designed and used, information systems can improve the competitive advantage for an organisation in many ways.

As evident the seamless and secure integration across these various channels of communication and data capture is absolutely essential .

Diagram showing effectiveness of various channels of communication

As goes a saying that nothing is perfect, similar is the case here .The integration is evident in different perspective with different segments. For the organisation it is the data security and integration, yet for the consumer it is unified or integrated financial marketplace creation, with ICT linkages across the various transacting parties, data networks and databases along with integration across clearing and settlement systems as well as across the telecom SMS network for SMS alerts. The other areas of concern include access rights, reference data, transaction life cycles, central bank money, corporate actions, securities financing and key legal and regulatory considerations. Sufficient balance availability, sufficient liquidity for real time gross settlements need effective monitoring. Customisation and digitalization in this digital age needs to be facilitated.

Suggestion to Improve Communication Channel in HDFC Bank The various suggestions include maintenance of simplicity despite the complex IT networks. The adoption of ICT based communication system improves the banks image and leads to a wider, faster and more efficient market. It has also made work easier and more interesting, improves the competitive edge of banks, improves relationship with customers and assists in solving basic operational and planning problems. Yet the priorities do not end here. The fool proof updating of data is one such effort. Non duplication of data is also desired. Cross linkages across the data are required. Disaster preparedness is also expected. Personal interviews, field visits and questionnaires can be used to collect information. The automation can be carried forward beyond the areas of cheque clearing, automated payment channels like the ATM . Not everybody is willing to say that technologies and the use of Internet only provide benefits. In fact it could also lead to difficulties in the case of relationship building toward customers in the matter of lack of social interactions. Trustworthiness of data can come under question. The four conditions have been related to qualitative data in order to label it trustworthy. These measures are credibility, transferability, dependability and conformability .

Diagram to show various information management perspectives

Question 5: What role Knowledge Management plays in managing organisation strategically?

Knowledge Management encourages organizations to create and use knowledge continuously for innovation and enhancement of services, products, and operations. Simultaneously, it also aims to improve the quality, content, value, and transferability of individual and group knowledge within an organization21. The adoption of advanced data communication technology is important to enable an organization to access useful knowledge from anywhere in the network. However, some of the KM approaches range from industrial specific, theoretical, to procedurewise, for example, the re-distributed KM framework is developed to manage organizational help

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Mentzas, G., Aposolou, D., Young, R., & Abecker, A. (2001). Knowledge networking: A holistic solution for leveraging corporate knowledge. Journal of Knowledge Management, 5(1), 94-106.

desk knowledge

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. Another example is the integrative framework that establishes an effective

knowledge transfer process within an organization23. These designs are incapable of cooperating in the current distributed knowledge environment, particularly areas that deal with organizational knowledge. Generally the approaches are customized to suit individual organizational KM strategies and business requirements without consideration of system interoperability. The lack of interoperability means heterogeneous KMSs from different organizations are not able to communicate, cooperate, exchange, and reuse knowledge with one another. Knowledge Management HDFC Bank The knowledge management24 can either be an operational tool or a strategically focussed management tool. Knowledge management25 can also be described from an operation perspective stating the importance of knowledge management as a prerequisite for higher productivity and flexibility. HDFC Bank as a firm26 need to step back and carefully think about the capabilities critical to sustaining their competitive advantages in their core businesses, commenting on the importance of aligning their knowledge management and organisational learning strategies. The organisational capabilities27 rather than served markets should become the basis for the firm determining its long term strategy, driven by innovation and intensity and diversity of competition.The proprietary knowledge28 creates a comparative advantage for the firm. The

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Leung, N. K. Y., & Lau, S. K. (2006). Relieving the overloaded help desk: A knowledge management approach. Communications of International Information Management Association (CIIMA), 6(2), 87-98 . 23 Goh, S. (2002). Managing effective knowledge transfer: An integrative framework and some practice implications. Journal of Knowledge Management, 6(1), 23-30. 24 Martensson, M., (2000). A Critical Review of Knowledge Management as a Management Tool. Journal of Knowledge Management. Vol. 4. No. 3, pp 204-216. MCB University Press. ISSN 1367-3270. 25 Wijnhoven, F., (2003). Operational Knowledge Management: Identification of Knowledge Objects, Operation Methods, and Goals and Means for the Support Function. The Journal of the Operational Research Society, Vol. 54, No. 2, Special Issue: Knowledge Management and intellectual Capital, pp. 194-203 . 26 Law, C.C.H., Ngai, E.W.T., (2007). An Empirical Study of the Effects of KnowledgeSharing and Learning Behaviours on Firm Performance. Expert Systems with Applications 34. pp 2342-2349. 27 Grant, R.M., (1996). Toward a Knowledge-Based Theory of the Firm. Strategic Management Journal. Vol. 17. pp. 109-122. 28 Cyert, R.M., Kumar, P., Williams, J.R., (1993). Information, Market Imperfections and Strategy. Strategic Management Journal, Vol. 14, Special Issue: Organisations, Decision Making and Strategy, pp. 47-58.

knowledge29being an essential resource for a firm to retain sustainable competitive advantage. After all, all the organisations learn, whether they consciously choose to or not30 . In HDFC Bank , knowledge is acquired by experience, studies and training. It is transformed into information at the same moment as it is articulated (verbal or textual) within a conceptual context. Also the tacit knowledge which is rooted into actions, procedures, ideas, values and emotions; is tapped extensively . Finally the Knowledge is created through interactions between tacit and explicit knowledge, the interaction is called Knowledge conversion. The knowledge conversion is said to be the very core of the knowledge-process . This conversion has four modes: Socialization, Externalization, Combination and Internalization. The basic idea is that the knowledge needs to be very carefully codified and stored within a database. Personalization is the second of the main strategies ,where there is knowledge management through direct person-to-person interaction . The shared context of knowledge creation lies within the interaction among the individuals or between individuals and their environment. The process of transferring created and stored knowledge between people is usually referred to as learning. These mechanisms may change over time, what we can say is a form of learning. Argyris and Schn distinguish between what they call single and double-loop learning in organizations. Learning through participation is the widely used method in the HDFC Bank. Information Systems in HDFC Bank that aid Knowledge Management The information system in HDFC Bank is more and so driven by the IT and seeks to evolve as a participative one . In context of HDFC Bank , men prefer to innovate themselves, while women prefer to innovate together with other customers and the companies employees. There are also small differences of the preferences of the question depending on the level of education the employees have.

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Choi, B., Poon, S.K., Davis, J.G., ( 2006). Effects of Knowledge Management Strategy on Organisational Performance: A Complementarity Theory-Based Approach. The International Journal of Management Science 36. pp 235-251. 30 Kim, D.H., (1993). The Link Between Individual and Organisational Learning. Sloan Management Review. Vol. 35. No. 1. pp 37-50.

Network Considerations

The various information systems can be considered as : Bank Accounts Centralised info base ATM transactions Credit Card Transactions Net banking

Intranet Tele Call usage

Impact of Knowledge Management on Strategic Management of HDFC Bank Knowledge is what you can do . In this profession knowledge is very important. Experience is just about how one is planning the system on an architect-level, but it is only knowledge when it comes to the development. The change is in the environment. The customized approach to withdrawing money at the ATM s , personalized deposit slips, bill utility as well as more trust of bank account holders, clearly underlines the growing strategic emphasis of in-house knowledge management .

Conclusion HDFC bank needed to be able to analyse customer data, and derive patterns to base decisions regarding its customer interactions. While the bank had the data required to make decisions, collecting and analysing this was a lengthy and cumbersome process. It was stored in disparate sourceseach application had its own database and the task of compiling and analysing this was left to the MIS departmenttaking them 10-15 days at an averageto complete. In addition, this system was inflexible and scalability was a key concern . The on-going integration along with strategic knowledge management is surely going to help the HDFC Bank in developing and retaining an edge over the other banks.