Developing a Knowledge - Creating Organization

coilcruelManagement

Nov 6, 2013 (3 years and 9 months ago)

103 views

KPMG
Consulting

Developing a Knowledge
-
Creating Organization

A Case Study in Process

KM World

Santa Clara, CA


September 14, 2000

KPMG
Consulting


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2

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Melinda J. Bickerstaff


Director


eWorkforce Solutions Group

mbickerstaff@kpmg.com





KPMG
Consulting


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Renee A. Massoud


Director


KPMG Research Strategies


rmassoud@kpmg.com


KPMG
Consulting


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Objectives



After completing this session, you will be able to
:


Actually be able to explain Knowledge Management to
someone else


Link Knowledge Management to your business strategy


Explain the different value
-
based approaches to
Knowledge Management


Identify and prepare a value proposition for your
organization

KPMG
Consulting


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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 KPMG’s journey into Knowledge
Management


Learn how you can get started with your own Knowledge
Management initiatives





KPMG
Consulting


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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 KPMG’s involvement in
Knowledge Management?


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




KPMG
Consulting


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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 KPMG’s involvement in
Knowledge Management?


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




KPMG
Consulting

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 integrated

approach to create, identify, evaluate, capture,

enhance, share and apply an enterprise’s

intellectual capital.





Bottom Line:
Getting the right information, to the right people

at the right time

Key Concepts and Business Drivers

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KPMG
Consulting

Why the Interest in Knowledge Management?


Relentless technology advancement


e
-
commerce linking with c
-
commerce


The value of ‘intangible assets’ are greater than
‘tangible assets’


Business thrust is now “grow to success” not
“expense to survival”

Knowledge management is now a senior executive concern

KPMG
Consulting

Why the Interest in Knowledge Management?



New organizational dynamics


The virtual & networked company


The redefined employment contract


The competition for talent


Increased dispersion of expertise


Global customers, suppliers and partners


The worldwide web

Knowledge management is now a senior executive concern

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Consulting


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What’s Happening Out There: Knowledge
Management Priorities








Planned

Current

Launching 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...

KPMG
Consulting


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What’s Happening Out There: Biggest
Difficulties to Implementing KM

Attracting & 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 People’s Behavior





56%

…but the challenges are related to people and strategy.

KPMG
Consulting


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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 KPMG’s involvement in
Knowledge Management?


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




KPMG
Consulting


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A Value Proposition:


Articulates the fundamental business reasons and
expected benefits that drive the organization to pursue
Knowledge Management


What is a Value Proposition?



States the payoff to the organization


Is the driving force
( the “business driver”)

that
provides energy to manage knowledge
systematically and fund KM initiatives


Focuses KM on the value chain


Is the basis for measuring results


Leads to senior leadership support

A Value Proposition:

KPMG
Consulting


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Delivering the best products and
services
---
offerings that push
performance boundaries

Delivering solid
products and
services at the best
price and with the
least inconvenience

Cultivating relationships to
gain customer knowledge

Delivering what specific
stakeholders want


Employee Capability

Operational Excellence

Product/Service Leadership

Customer Intimacy

Leveraging human
intellectual capital in
service design and
delivery

How Does Knowledge Management Create Value?

KPMG
Consulting

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
-
changing


High skills abound in
loose
-
knit structures




Rewarding individuals'
innovative capacity and
new product success


Managing risk



Concept push


Experimentation and "out
-
of
-
the
-
box" mindset


Emphasize
breakthroughs


Customer Intimacy



Solution development,
results management,
relationship management



Empowerment close to
customer contact


High skills at boundary of
the organization





Customer equity measures
like life time value and
share
-
of client


Managing outcomes



Relationship push


Flexibility and "have it your
way" mindset


Emphasize complete
solutions


Organization

and structure

Management

systems

Culture:

mindsets and

behavior

Operational Excellence



Product supply, basic
service, demand
management



Central authority, finite
level of empowerment


High skills at the core of
the organization




“Command and control”,
standard operating
procedures


Managing total quality



Process push


Conformance, "one size
fits all" mindset


Emphasize efficiency
and dependability

Core business

processes

Employee Capability



People development,
expertise enhancement,
performance management



Empowerment on work
teams


High skills at all levels






Rewarding demonstrated
applications of individual
and team expertise


Managing learning and
development


Learning push


Resilience and growth
mindset


Emphasize development


KPMG
Consulting


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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

KPMG
Consulting


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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 KPMG’s involvement in
Knowledge Management?


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




KPMG
Consulting


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Knowledge Management Process

Knowledge Management Enablers


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

Knowledge Management Model

Leadership and Strategy

Measuremen
t

Culture

Technology and Infrastructure

Organizational

Knowledge

Create

Apply

Adapt

Organize

Collect

Share

Identify

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Consulting


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Leadership and Strategy

The Process and Enablers

Knowledge Management Process

K
nowledge Management Enablers

Leadership and Strategy

Measurement

Culture

Technology and Infrastructure

Organizational

Knowledge

Create

Apply

Adapt

Organize

Collect

Share

Identify

KPMG
Consulting


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Culture

Knowledge Management Process

Knowledge Management Enablers

Leadership and Strategy

Measurement

Culture

Technology and Infrastructure

Organizational

Knowledge

Create

Apply

Adapt

Organize

Collect

Share

Identify

The Process and Enablers

KPMG
Consulting


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Technology and
Infrastructure

Knowledge Management Process

Leadership and Strategy

Measurement

Culture

Technology and Infrastructure

Organizational

Knowledge

Create

Apply

Adapt

Organize

Collect

Share

Identify

Knowledge Management Enablers

The Process and Enablers

KPMG
Consulting


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The Process and Enablers

Measurement

Knowledge Management Process

Leadership and Strategy

Measurement

Culture

Technology and Infrastructure

Organizational

Knowledge

Create

Apply

Adapt

Organize

Collect

Share

Identify

Knowledge Management Enablers

KPMG
Consulting


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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 KPMG’s involvement in
Knowledge Management?


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




KPMG
Consulting

KPMG’s Knowledge Management
Journey

KPMG
Consulting


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What is Knowledge Management?

KM is
not
:


A tactical
program


An end in itself


A single
technique or
technology


A mature science


An event

KM is:


Strategic


A long
-
term proposition


An environment that
leverages assets


An embedded process

It is hard to define, hard to do well


KPMG
Consulting

People

People contribute to
knowledge bases

Process

Embedded in core
processes

Content

Consistent with strategy

Technology

‘Just
-
in
-
time’ delivery

KM Leverages Skills

KPMG
Consulting


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...

KPMG
Consulting

. . . effective knowledge management is the key to success

Information
Overload

Lack of
Creativity

Loss of In
-
House
Knowledge

Ineffective
Decision
Making

Lack of
Customer
Responsiveness

Limited
Sharing of
Best Practices

KPMG is Facing Many Knowledge
-
Related
Issues

KPMG
Consulting


Hundreds

of

Products

157 Countries

825 Cities


93,000 +

staff

T
he Old Approach

KPMG
Consulting

Enabling Knowledge Transfer and Sharing

KPMG
Consulting

What is KWorld?

Messaging, collaboration and knowledge
-

sharing system that...


Becomes our universal business management
tool integrating all other knowledge and
information systems


Integrates client and team collaboration tools
with global repositories of the firm’s
intellectual capital


Becomes KPMG’s digital nervous system


Enables people and processes to get to
content via technology

KPMG
Consulting

Scope


100,000+ staff


Global
knowledge
sharing


100+ countries


23 industry
groups


19 products


Benefits


Supporting KPMG
strategy


More enabled &
quicker decision
making


Increasing revenues &
margins


Higher client value
added through greater
innovation & synergy


Quality of life
-

staff
more effective


Leveraging of
corporate expertise


Sponsorship &
leadership


Multidisciplinary,
global team


Stretch targets


Rapid realization
in phases


Technical
platform built &
rolled out in 18
weeks

KPMG’s Global Knowledge

Management Program

KPMG
Consulting

KWorld Brings Together

Content

Context

Community

Connectivity

KPMG
Consulting

KWorld

Collaboration

External
broadcast
KPMG.COM

Quality
assessment

Value

assessment

Security

Taxonomy
assignment

Channel
assignment

Content
screen

Research

Rules,

heuristics,
guideline,
process
flow

Aggregate,
focus, direct,
prioritize

Internal and
external
commentary

Insights,
interpretation
and analysis

Filter,
aggre
-
gate,
sort

Data
center


Industry,
research,
technical

Work
products

Practice
specific

KWorld Architecture & Process

Global Knowledge Exchange

news

feeds

External

Content

KPMG

Content

Knowledge

Manager

KPMG
Consulting

15 Segments

KPMG Library

Conferences

People

Clients/Targets

Products & Segments

19 Products

Consulting

Tax

Assurance

FAS

Regions


Content in Context’

Our Unique and Proprietary Differentiation

KWorld

is becoming the

digital nervous system

of KPMG.

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Consulting


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KWorld
Collaboration


kpmg.com


KWorld
Knowledge Sharing

Content in Context

Process

People

Technology

The KWorld Program

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Consulting


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Formally
incorporated into
routine operations

Knowledge sharing
driven by personal
motivation and beliefs

Users recognize the advantages

Utilized long enough to prove its
benefit

Fully implemented and operational

People understand the inherent changes
brought by KWorld

Users log on and use Kworld
regularly as part of their work

Institutionalization

Internalization

Positive Perception

Recommend to Others

Commitment

L O Y A L T Y

Awareness

Interest


Installation

Repeated Use

A D O P T I O N

Degree of Support

C O L L A B O R A T I O N

Time

The KWorld Change Model is Set to Drive
Adoption First

KPMG
Consulting

Building the Knowledge
-
Sharing
Organization

Day
-
to
-
Day Impacts on KPMG Employees…



Single Portal for Workflow


Human Knowledge Connectivity


Definition and Reinforcement of Processes


Goal Setting and Performance Review Support


KPMG
Consulting


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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 KPMG’s involvement in
Knowledge Management?


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




KPMG
Consulting


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KM Consulting Framework


10
-
-
Awareness
Seminar
Knowledge
Discovery
(Ce nte r for
Data Insight)
Site Visits
Strate gy
People
Proce ss
Te ch-
nol ogy
Awareness
Assessment
Implementation
KPMG Knowledge Management Services Framework
Value-Based Business Case
Proble ms and
Oppor tuni ti es
Organi zati onal
KM
Impact
Anal ysi s
KM
Archi te cture
Pri oritiz ed
KM Solutions
Integrated KM Implementation Plan
Enterprise IQ
K M Asse ssment
Business Case Evolution
Business Case Evolution
Pilot
Pilot
Roll-Out
Roll-Out
Pilot
Pilot
Phase 1
Phase 2
Phase 3
Phase n…
Measurement
Measurement
Measure-
me nt
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Consulting


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http:// www. kpmgeiq. com

The Knowledge Management
Enterprise Involvement
Questionnaire (EIQ)

KPMG
Consulting


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KPMG
Consulting


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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 KPMG’s involvement in
Knowledge Management?


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




KPMG
Consulting


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Closing Comments or Questions


Thank You and Good Luck in Your
Knowledge Journey