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KPMG Consulting Developing a Knowledge - Creating Organization A Case Study in Process KM World Santa Clara, CA September 14, 2000

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  • Developing a Knowledge -Creating OrganizationA Case Study in ProcessKM WorldSanta Clara, CA

    September 14, 2000

  • Melinda J. BickerstaffDirectoreWorkforce Solutions [email protected]

    33

  • Renee A. MassoudDirectorKPMG Research [email protected]

    33

  • Objectives

    After completing this session, you will be able to:

    Actually be able to explain Knowledge Management to someone elseLink Knowledge Management to your business strategy Explain the different value-based approaches to Knowledge ManagementIdentify and prepare a value proposition for your organization

  • Objectives

    After completing this session, you will be able to:Identify the key enablers to Knowledge Management and understand how they contribute to your success

    Know the story behind KPMGs journey into Knowledge ManagementLearn how you can get started with your own Knowledge Management initiatives

  • Agenda What is Knowledge Management? What are the Value-Based Approaches to Knowledge Management?

    What are the Key Enablers for Knowledge Management?

    What is the Story Behind KPMGs involvement in Knowledge Management?

    How do I get started with Knowledge Management in My Own Organization?

  • Agenda What is Knowledge Management? What are the Value-Based Approaches to Knowledge Management?

    What are the Key Enablers for Knowledge Management?

    What is the Story Behind KPMGs involvement in Knowledge Management?

    How do I get started with Knowledge Management in My Own Organization?

  • What is Knowledge Management?It is...A business model embracing knowledge as an organizational asset to drive sustainable business advantage. It is a management discipline that promotes an integratedapproach to create, identify, evaluate, capture, enhance, share and apply an enterprises intellectual capital.

    Bottom Line: Getting the right information, to the right peopleat the right timeKey Concepts and Business Drivers-13-

  • Why the Interest in Knowledge Management?Relentless technology advancement

    e-commerce linking with c-commerceThe value of intangible assets are greater than tangible assetsBusiness thrust is now grow to success not expense to survival

    Knowledge management is now a senior executive concern

  • Why the Interest in Knowledge Management?

    New organizational dynamics

    The virtual & networked company The redefined employment contract The competition for talentIncreased dispersion of expertise

    Global customers, suppliers and partnersThe worldwide webKnowledge management is now a senior executive concern

  • Whats Happening Out There: Knowledge Management Priorities Planned CurrentLaunching New Knowledge-Based Products or Services 16% 14%Establishing New Knowledge Roles 9% 15%Mapping Sources of Internal Expertise 20% 18%Creating Networks to Support Collaboration 15 % 24%Implementing Groupware to Support Collaboration 11% 33%Implementing Decision Support Tools 20% 33%Data Warehousing / Creating Knowledge Repositories 24% 33%Creating an Intranet 25% 47%The focus is on technology solutions...

  • Whats Happening Out There: Biggest Difficulties to Implementing KMAttracting & Retaining Talented People 9%Identifying the Right Team/Leader for Knowledge 15%Defining Standard Processes for Knowledge Work 24%Setting the Appropriate Scope for Knowledge Initiatives 24%Mapping the Organizations Existing Knowledge 28%Justifying the Use of Scare Resource for Knowledge Initiatives 34%Determining What Knowledge Should be Managed 40%Measuring the Value and Performance of Knowledge Assets 43%Changing Peoples Behavior 56%but the challenges are related to people and strategy.

  • Agenda What is Knowledge Management? What are the Value-Based Approaches to Knowledge Management?

    What are the Key Enablers for Knowledge Management?

    What is the Story Behind KPMGs involvement in Knowledge Management?

    How do I get started with Knowledge Management in My Own Organization?

  • A Value Proposition:Articulates the fundamental business reasons and expected benefits that drive the organization to pursue Knowledge ManagementWhat is a Value Proposition?

  • Delivering the best products and services ---offerings that push performance boundariesDelivering solid products and services at the best price and with the least inconvenienceCultivating relationships to gain customer knowledgeDelivering what specific stakeholders wantEmployee Capability

    Operational ExcellenceProduct/Service LeadershipCustomer IntimacyLeveraging human intellectual capital in service design and delivery

    How Does Knowledge Management Create Value?

  • The Four Value Propositions are Built Around Entirely Different Operating Models

    Product Leadership Concept invention, product development, market exploitation

    Ad hoc, organic, loosely knit, and ever-changingHigh skills abound in loose-knit structuresRewarding individuals' innovative capacity and new product successManaging risk

    Concept pushExperimentation and "out-of-the-box" mindset Emphasize breakthroughs

    Customer Intimacy Solution development, results management, relationship management

    Empowerment close to customer contactHigh skills at boundary of the organizationCustomer equity measures like life time value and share-of clientManaging outcomes

    Relationship pushFlexibility and "have it your way" mindset Emphasize complete solutions

    Organizationand structureManagementsystemsCulture: mindsets and behaviorOperational Excellence Product supply, basic service, demand management

    Central authority, finite level of empowermentHigh skills at the core of the organizationCommand and control, standard operating proceduresManaging total quality

    Process pushConformance, "one size fits all" mindsetEmphasize efficiency and dependability

    Core businessprocessesEmployee Capability People development, expertise enhancement, performance management

    Empowerment on work teamsHigh skills at all levels

    Rewarding demonstrated applications of individual and team expertiseManaging learning and developmentLearning pushResilience and growth mindset Emphasize development

  • Which business driver could your Knowledge Management activity be based on or linked to? Operational excellence Product leadership Customer intimacy Employee capability

    Linking Knowledge Management to Your Business Strategy

  • Agenda What is Knowledge Management? What are the Value-Based Approaches to Knowledge Management?

    What are the Key Enablers for Knowledge Management?

    What is the Story Behind KPMGs involvement in Knowledge Management?

    How do I get started with Knowledge Management in My Own Organization?

  • Knowledge Management Model

    Knowledge Management ProcessKnowledge Management Enablers

    Knowledge management is a process supported or hindered by organizational factors.

  • The Process and Enablers

    Leadership and StrategyKnowledge Management ProcessKnowledge Management Enablers

  • The Process and EnablersCultureKnowledge Management ProcessKnowledge Management Enablers

  • The Process and EnablersTechnology and InfrastructureKnowledge Management ProcessKnowledge Management Enablers

  • The Process and EnablersMeasurementKnowledge Management ProcessKnowledge Management Enablers

  • Agenda What is Knowledge Management? What are the Value-Based Approaches to Knowledge Management?

    What are the Key Enablers for Knowledge Management?

    What is the Story Behind KPMGs involvement in Knowledge Management?

    How do I get started with Knowledge Management in My Own Organization?

  • KPMGs Knowledge Management Journey

  • What is Knowledge Management?KM is not:A tactical programAn end in itselfA single technique or technologyA mature scienceAn event

    KM is:StrategicA long-term propositionAn environment that leverages assetsAn embedded process

    It is hard to define, hard to do well

  • KM Leverages SkillsPeoplePeople contribute to knowledge basesProcessEmbedded in core processesContentConsistent with strategyTechnologyJust-in-time delivery

    9137206

  • KPMG is...The global advisory firm whose aim is to turn knowledge into value for the benefit of its clients, its people and its communities

  • KPMG is Facing Many Knowledge-Related Issues. . . effective knowledge management is the key to successInformation OverloadLack of CreativityLoss of In-House KnowledgeIneffective Decision MakingLack of Customer ResponsivenessLimited Sharing of Best Practices

  • The Old Approach

  • Enabling Knowledge Transfer and Sharing

    As per bullets

  • What is KWorld?Messaging, collaboration and knowledge- sharing system that...Becomes our universal business management tool integrating all other knowledge and information systemsIntegrates client and team collaboration tools with global repositories of the firms intellectual capitalBecomes KPMGs digital nervous systemEnables people and processes to get to content via technology

    As per bullets

  • KPMGs Global Knowledge Management ProgramScope100,000+ staffGlobal knowledge sharing100+ countries23 industry groups19 products

    BenefitsSupporting KPMG strategyMore enabled & quicker decision making Increasing revenues & marginsHigher client value added through greater innovation & synergyQuality of life - staff more effectiveLeveraging of corporate expertise

    Sponsorship & leadershipMultidisciplinary, global teamStretch targetsRapid realization in phases Technical platform built & rolled out in 18 weeks

    2

    1. (Key facts about the KWorld implementation project :)

    2. (ditto the approach taken)

    3. (ditto the benefits - emphasise the employee benefits re HPE)

  • KWorld Brings Together

    ContentContextCommunityConnectivity

    As per bullets

  • KWorld Architecture & ProcessKWorldCollaborationExternal broadcast KPMG.COM

    Quality assessmentValue assessmentSecurityTaxonomy assignmentChannel assignment

    Content screenResearchRules,heuristics, guideline, process flowAggregate, focus, direct, prioritizeInternal and external commentaryInsights, interpretation and analysisFilter, aggre-gate, sortData center

    Industry, research, technicalWork productsPractice specificGlobal Knowledge Exchangenews feedsExternal ContentKPMGContentKnowledge Manager

    How Kworld works - - how it delivers the K the is needed at the desktop to help create the HPE

    1. KWorld sources external and internal content; filters and organises it according to our information needs; and presents it to users by giving them the tools they need

    2. (The important role of K Managers in QA of the content)

  • Content in ContextOur Unique and Proprietary Differentiation

    15 SegmentsKPMG LibraryConferencesPeopleClients/TargetsProducts & Segments19 ProductsConsultingTaxAssuranceFASRegions

    Explain content in context - how we structure and manage KPMG content to make it usable and accessible to our people

  • KWorldis becoming the digital nervous system of KPMG.

  • The KWorld ProgramKWorld Collaboration kpmg.comKWorld Knowledge Sharing

  • The KWorld Change Model is Set to Drive Adoption First

    Formally incorporated into routine operationsKnowledge sharing driven by personal motivation and beliefsUsers recognize the advantagesUtilized long enough to prove its benefitFully implemented and operationalPeople understand the inherent changes brought by KWorldUsers log on and use Kworld regularly as part of their workInstitutionalizationInternalizationPositive PerceptionRecommend to OthersCommitmentL O Y A L T YAwarenessInterest InstallationRepeated UseA D O P T I O N

    Degree of SupportC O L L A B O R A T I O NTime

  • Building the Knowledge-Sharing OrganizationDay-to-Day Impacts on KPMG Employees

    Single Portal for WorkflowHuman Knowledge ConnectivityDefinition and Reinforcement of ProcessesGoal Setting and Performance Review Support

    As per bullets

  • Agenda What is Knowledge Management? What are the Value-Based Approaches to Knowledge Management?

    What are the Key Enablers for Knowledge Management?

    What is the Story Behind KPMGs involvement in Knowledge Management?

    How do I get started with Knowledge Management in My Own Organization?

  • KM Consulting Framework

  • -

    Awareness Seminar

    Knowledge Discovery

    (Center for Data Insight)

    Site Visits

    Strategy

    People

    Process

    Tech-

    nology

    Awareness

    Assessment

    Implementation

    KPMG Knowledge Management Services Framework

    Value-Based Business Case

    Problems and

    Opportunities

    Organizational

    KM

    Impact

    Analysis

    KM

    Architecture

    Prioritized

    KM Solutions

    Integrated KM Implementation Plan

    Enterprise IQ

    K M Assessment

    Business Case Evolution

    Phase 1

    Phase 2

    Phase 3

    Phase n

    Measurement

    Measure-

    ment

  • http:// www. kpmgeiq. comThe Knowledge Management Enterprise Involvement Questionnaire (EIQ)

  • Agenda What is Knowledge Management? What are the Value-Based Approaches to Knowledge Management?

    What are the Key Enablers for Knowledge Management?

    What is the Story Behind KPMGs involvement in Knowledge Management?

    How do I get started with Knowledge Management in My Own Organization?

  • Closing Comments or Questions

    Thank You and Good Luck in Your Knowledge Journey

    33

    33

    9137206

    As per bulletsAs per bullets2

    1. (Key facts about the KWorld implementation project :)

    2. (ditto the approach taken)

    3. (ditto the benefits - emphasise the employee benefits re HPE)As per bulletsHow Kworld works - - how it delivers the K the is needed at the desktop to help create the HPE

    1. KWorld sources external and internal content; filters and organises it according to our information needs; and presents it to users by giving them the tools they need

    2. (The important role of K Managers in QA of the content)Explain content in context - how we structure and manage KPMG content to make it usable and accessible to our people

    As per bullets