Implement Knowledge Management andersens consulting 2000

Knowledge Management:
Implementation and Considerations

Seamus Mulconry

©Andersen Consulting 2000

Implementing Knowledge Management

Agenda
•
•
•
•

What is Knowledge Management?
Why Knowledge Management?
Andersen Consulting and KM
Critical Success Factors



• Knowledge n. 1. The state or fact of knowing. 2.
Familiarity, awareness, or understanding gained
through experience or study. 3. That which is
known; the sum or range of what has been
perceived, discovered, or inferred.
• Management n. 1. The act, manner or practice of
managing, handling, or controlling something. 2.
The person or persons who manage a business
establishment, organization or institution


Andersen Consulting Definition:
A systematic process for creating,
acquiring, synthesizing, sharing and using
information, insights and experiences to
achieve your organizational goals.



Why KM?
“Fortune 500 Companies Will Lose $12 Billion
in 1999 due to Knowledge Management
Inefficiencies”
International Data Corporation (IDC)
October 6, 1999

•
•
•
•

Intellectual Rework
Substandard Performance
Obsolete Knowledge
Employee Turnover



Why KM: Drivers
•
•
•
•
•
•

Increasing Competition
Excess Capacity
Maturing Markets
Maturing Technologies
Customer Pressures
Complexity of
Environmental and Safety
Regulations
• Deregulation, Political
Instability


•
•
•
•
•
•
•

Customer Focused Value
Propositions
Globalization
Diversification through
Acquisitions, Alliances
KM to Improve Performance
Employee Productivity
Improvement
Integrated Operations
Rationalization of Multiple
Organizations like R&D,
Finance, HR, etc.


Why KM: a Business Enabler
Typical Company Scenario

Knowledge Management Approach

•

Information is power, hence, it
is hoarded

•

•

Work is optimized in silos,
delivering value within work
units
Information, experts, and
lessons learned are hard to
locate
Underutilized investment in
technology

•

Local focus on information,
reacting to situations

•

•

•

•


•

•

Knowledge is seen as a valued
corporate asset; people sharing
knowledge is the only way to
improve
Work is optimized by virtual,
integrated teams, delivering
value as an enterprise
Corporate memory is captured,
measured, improved, and
easily accessed
Technology fully supports
business needs and delivers
value
Global focus on corporate
knowledge proactively seizes
upon opportunities


KM Must Consider the Business
Model

Interdependence

Collaborative
Groups

Individual
Actors

Collaboration Model

Integration Model
•Systematic, repeatable work
•Highly reliant on formal processes,
methodologies or standards
•Dependant on tight integration
across functional boundaries

•Improvisational work
•Highly reliant on deep expertise across
multiple functions
•Dependant on fluid deployment of
flexible teams

eg Supply Chain Management

eg R& D

Transaction Model

Expert Model

•Routine work
•Highly reliant on formal rules,
procedures and training
•Dependant on low-discretion
workforce or automation

•Judgement-oriented work
•Highly reliant on individual expertise
and experience
•Dependant on star performers
eg Marketing & Advertising

eg Retail Operation
Routine


Complexity of Work

Interpretation/
Judgement


KM Strategies Can Create Value
Collaborative
Groups

Collaboration Model

Integration Model

KM Challenge

•“Orchestrating across functions”

•“Achieving breakthrough innovation”

KM Strategy
Interdependence

KM Challenge

KM Strategy

•Integrated processes
•Integrated teams
•Best practice benchmarking

•Strategic framing
•Knowledge linking
•Active learning

Transaction Model
KM Challenge
•“Consistent low-cost
performance”

Expert Model
KM Challenge
•“Getting results from stars”

KM Strategy
KM Strategy
Individual
Actors

•Routinization
•Automation
Routine


•Experienced hiring
•Apprenticeships/development
•Capability protection

Complexity of Work

Interpretation/
Judgement


Andersen Consulting background
• Global Organization
•
•
•
•

66,000+ professionals
$10+ billion 1999 estimated fees
146 offices worldwide
46 countries



Investing in Knowledge
Management
• 50,000 Lotus Notes users
worldwide
• $500 million per year
• Knowledge organized by
Communities of Practice
• 350+ full time knowledge
managers
• Employee evaluations
consider contribution and
reuse of knowledge

• KM Efforts began 1992
• Lotus Notes
• Worldwide 24x7
operations
• 450 Domino servers
• 6000+ databases

• Integrates administrative
functions such as
evaluations, annual
reviews, skills inventories


Our Journey with KM
1992 - 1995
Enabling
Infrastructure

“Build it, and they will
come”
 Lotus Notes/KX
 Discussion
Databases
 “Connections”

©Andersen

1994 - 1997
Knowledge
Sharing

“Knowledge is a
by-product”

1996 - 2000
Knowledge
Outfitting

“Knowledge is actively
managed”

 Document Libraries  Meta-knowledge;
managed
 Communities
vocabulary
 “Contributions”
 Thought
Leadership
 Web-like
technology
 “Aggregation &
Consulting 2000
Combination”

1999 - 200?
Smart
Workplace

“Our best knowledge
guides our activities”
 Integrated performance
support
 Job tools are
knowledge tools
 “Continuous Learning”


KM Services at
Andersen Consulting
Supplying/Outfitting/Applying

Client Team
Knowledge Services
1. Client Team KM
Enablement
2. Client Team
Knowledge
Planning
3. Client Team KM
Operations
4. Knowledge
Equipping
5. Knowledge Contrib.

Knowledge Value Services
6. Community of Practice
Start-up
7. CoP Knowledge Capital
Planning
8. CoP Operations
9. Content Acquisition and
Development
10. Content Management
11. Content Publishing and
Distribution

Common Services
12. KM Helpdesk, Assisted Search
13. Information Retrieval, Analysis Research
14. KM Training Delivery


Enabling

AC KM Enablement
Services
15. Enable the
Community of
Communities
16. Plan and Manage
the KM
Architecture
17. Manage AC’s
Global KM
Function


KM Roles at
Andersen Consulting
Knowledge Sponsor

Sponsors development and implementation of KM solutions;
acts as KM role model and ensures that KM is successful

Knowledge Champion

Works with engagement management, relevant client team
members and the KM Community to ensure that KM services
are delivered effectively

Subject Matter Expert

Approves collected knowledge for broad/final use, helps
repackage knowledge for distribution, augments/creates
knowledge as required

Knowledge Manager

Enables KM at user sites, facilitates knowledge contribution
and access to knowledge capital, assists in use and re-use of
knowledge

Knowledge Integrator

Maintains and refines knowledge capital

KM Technical Support

Develops and administers KM systems. Typically two roles:
* KM Technical Development
* KM Technical Administration and Operations



Everyone is evaluated for
Knowledge Sharing
Doug Q. Public



KM at Andersen Consulting:
The Knowledge Xchange
• A knowledge management architecture
• Standards, infrastructure, tools that enable
the global exchange of knowledge capital
• A portfolio of applications that help distribute,
retrieve and foster discussion around
internal and external content
• A system that transcends the barriers of
geography, enabling Andersen Consulting
personnel access any time, any where.


KX Technology
• Full access to internal, external information,
from anywhere, at any time
• Instantaneous information capture and
availability
• Electronic search and search agents
• Profiles, automated Push
• Integrates administrative system
• Paper a display tool, not filed


How Is the Knowledge
Xchange Organized?
Directory Databases
(e.g., KX Yellow Pages, KX Front Page)

Reference Databases
(e.g., Industry/Competency Libraries)

Discussion Databases
(e.g., Change Management Forum,
Financial Services Discussion)

External Databases
(e.g., Newsfeeds, Gartner Group)

Application Databases

(e.g., Call Tracking)


KX Front Page - A “portal” to the Knowledge Xchange to
help you find information, access databases, receive
announcements and perform your work more efficiently.



KX Yellow Pages - The easiest way to find a
database on the Knowledge Xchange is via the
Yellow Pages



People and Places
Name and Address Book - listing
of all mailing lists and Lotus Notes
Ids in the firm
Chicago Metro Office Directory Directory of employees and guests
in Chicago Metro area (including
St. Charles, and Northbrook)
AC Client Service Directory directory of AC offices and
executive personnel in the firm



AC Client Experience
AC Client Experience - To help you answer basic questions at any stage
of work you may be doing for a target or current client.



Library Databases
To support communities by encouraging your contribution of
community-related information on proposals and engagements. They
contain engagement support information; Market Unit and Competency
knowledge capital; engagement deliverables, technical and functional
designs, workplans, presentations, white papers, proposals, etc.



Discussion Databases
Discussion Databases - Support communities by providing a general
forum for community specific discussions. Contains announcements,
marketing memos, newsletters; requests for project advice and/or
expertise from other readers; responses to queries; Opinions, ideas,
experiences, etc.



News
First! Newsfeed is a database which provides current news stories on
selected topics and companies within various industry groups. First! in
Brief, enables each subscriber to receive, via Notes mail, a tailored subset
of news from the a First! Newsfeed.



Industry Analysts
Industry Analyst databases are databases which provides reports,
research, etc. on selected topics and industries. Some databases are
subscription-based and some are open for public access. We also have
access to internet sites only (such as Computer Economics, Dow Jones,
etc.). Please see the KX Yellow Pages for a complete listing of external
resources.



How is it used
• A Day in the life…
•
•
•
•
•
•
•

E-mail request
Search a Library
Post a request to Discussion
Start a search, internal & external
Review Methodology, Best Practices
Retrieve related proposals, work-product
Evaluation contributions



Benefits
•
•
•
•
•

Supports global complexity
Rapid institutional learning
Global communication and coordination
Keeps professionals close to the business
Changes all aspects of business:
• Opportunity management
• Service delivery
• Practice management



Keys to Successful KM
• Which factors are critical for my business that
can be addressed by Knowledge Management?
• Which knowledge adds the most value?
• What are the highest priority initiatives?
• How do you create a
culture for sharing?
• Which people need to be
empowered to contribute
the right knowledge?
• Are priorities aligned with
measurements?

Strategy

People

Technology

• What tools are currently in
place?
• What tools are needed to
enable the environment?
• How do you fill the gap?

Process
• Are the right processes in place to
- capture, refine and create knowledge
- disseminate, share and apply knowledge to
deliver business value?
©



Success Factors: Strategy
• Start with a holistic business integration
approach: Align strategy, people, process and
technology
• Top management must be committed, be leaders
and role models
• Focus company on development and exploitation of
knowledge capital
• Make knowledge accessible to everyone who can
contribute to it or use it
• Account for knowledge as a strategic asset
• Be patient--this is a way of life, not a quick fix


Success Factors: People
• Create a culture of sharing and use/reuse
• Implement incentives, rewards, recognition,
evaluation. Measure knowledge sharing activities
• Create a Knowledge Management
organization
• Assign roles
• Identify sponsors
• Integrate knowledge
in training



Success Factors: Process
• Make knowledge use and contribution a natural
part of the business process
• Define standard processes for managing
knowledge capital
• Eliminate redundant
systems and channels



Success Factors: Technology
•
•
•
•

Create a seamless infrastructure
Design and deploy a KM Architecture
Standardize tools and technologies
Operate as
mission critical


Implement Knowledge Management andersens consulting 2000

Recomendados

Recomendados

Mais conteúdo relacionado

Mais procurados

Mais procurados (19)

Destaque

Destaque (20)

Semelhante a Implement Knowledge Management andersens consulting 2000

Semelhante a Implement Knowledge Management andersens consulting 2000 (20)

Último

Último (20)

Implement Knowledge Management andersens consulting 2000

Notas do Editor