knowledge management
DESCRIPTION
TRANSCRIPT
Introduction
Knowledge Management: Case Study on Ernst & Young (E&Y) and Cap Gemini
(CG).
Group B members
Pelumi Alli Oluwafemi Akinwande Basudev Wagle
Systematic approaches to help information and knowledge emerge and flow to the right people at the right time to
create value.
Knowledge Management
Source: American Productivity & Quality Center (2002)
1. What cultural problems do you identify in relation to the implementation of KM strategy
in the two companies?
ArtifactsStories/legendsRituals/ceremoniesOrganisational languagePhysical structure/decor
Shared ValuesConscious (e.g. teamwork, innovation)Evaluate what is good or bad, right or wrong
Shared AssumptionsUnconscious, taken-for-granted perceptions or beliefsMental models of ideals
Invisible
Visible
Source: Based on Information in E.H. Schein, Organisational Culture and leadership: A Dynamic View (San Francisco: Jossey-Bass, 1985)
Elements of Organisational Culture
Organisational languageCommunication, how employees address
themselves, describe various terms, choice of words, expressions (McShane et al, 2008).
CG has a technological background, while E&Y has an accounting background.
Example: “customers” and “clients” “KWeb” and “Galaxy/ Planets”
Organisation StructureE&Y divided the organisation into four
centres (i.e. CBI, CBT, CBK ,CTE.), while CG had a linear structure.Separation of duty.Use of Internal & External Knowledge.
E&Y focuses its KM on the individuals (teamwork), while CG looked majorly at the technological platform.
8
Easier to replicate
Leads to competency
ExplicitExplicit
TacitTacitHarder to articulate
Harder to transfer
Harder to steal
Highercompetitive advantage
Contributes to efficiency
Easier to document and share
20%
80%
Source: American Productivity & Quality Center (2002)
Knowledge Management StructureMechanistic vs. Organic Structure (Burns et al,
1961)E&Y – mechanistic, whereby the KM was
centralised and highly structured.Central decision making & authority (leadership)Filtering and disseminating
CG- organic, whereby the KM was decentralised and less rigid structureDispersed power & authority around the organisationKM was uploaded at each planetEmpowerment
2. What are the key success factors in Ernst & Young’s knowledge management strategy?
How would you ‘export’ them to Cap Gemini?
Knowledge management strategy can be defined as a decision / action applied in implementing knowledge management frameworks.
The frameworks include:- Technological platform of the KWeb;- CoP: Employees of same expertise and
location share information and exchange knowledge;
- Teamwork.
Knowledge Management Strategy
Key Success Factors in Ernst & YoungSeparation of the consultancy arm from the
knowledge management arm of the organisation;
CBK the bedrock of knowledge
management of the organisation
(filter the knowledge gotten)
Creation of various centres (with
separate duties and
responsibilities).
CBK recognised the need for exchange of knowledge
internally and externally.
Key Success Factors in Ernst & Young
Teamwork:• The use of forums;• Other social / technology platforms.
Exporting KM Key Success factors to Cap Gemini
Source: Based on Information in Ashok Jashapara, Knowledge Management an Integrated Approach (2011).
Unfreezing: The first part of the change process, where by the change process produces a disequilibrium between the driving and restraining forces.
Refreezing: The latter part of the change process in which systems and conditions are introduced that reinforce and maintain the desired behaviors.
Lewin’s Force Field Analysis Model
Driving forces
Driving forces
Driving forces
Restraining forces
Restraining forces
Restraining forces
Current Conditions
Desired Conditions
Before change
After Change
Source: Based on Information in Mcshane & Glinow, Organizational Behavior .
Unfreezing
Refreezing
Freezed
Exporting KM Key Success factors to Cap Gemini
• According to Lewin’s force field analysis model, effective change occurs by unfreezing the current situation, moving to a desired condition, and then refreezing the system so it remains in the desired state.
• Unfreezing occurs when the driving forces are stronger than restraining forces.
• Driving forces must increase enough to motivate change.
3. What advise would you give Alberto Almansa regarding Centre for Business Knowledge (CBK)? Would you renew the
contract or would you go without?
Merger Strategy
Description Works best when
Assimilation Acquired company embraces acquiring firm’s practice.
Acquired firm has a weak practice or platform
De-strategise
Acquired firm impose their practice and strategy on unwilling acquires firm
Rarely works-may be necessary only when acquired firm does not work but employees don’t realise it
IntegrationCombining the two or more practice or strategy into a new composite one
Existing practice or strategy are strong and can be improved
SeparationMerging companies remain distinct entities with minimal exchange of practice and strategy
Firms operate successfully in different ways, requiring different practice and strategy
Source: Based on ideas in McShane and Von Glinow. 2008 “Organisational Behavior”. 4th Edition, McGraw-Hill Irwin
Merger Strategy
KGalaxy
KWeb
Galaxy
Integration Strategy
Reduces:IT maintenanceOperational costHuman Resources
35 + 7 = 42
< 35
People+Technology
Identification of problem and
strength
Dismissal of potentially redundant effort and encouragement of innovation
Source: Ashok Jashapara, 2011
ConclusionOrganisational Culture
Change Management
Integration Merger Strategy
THANK YOU!