Team #3 Knowledge Management at Accenture

collardsdebonairManagement

Nov 6, 2013 (4 years and 1 month ago)

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Knowledge
Management @
Accenture

Team 3

Katia Arrus





Jonathan Hayes

Cristian Orellana




Jay Bashucky

Suresh Jayaraman


Agenda


Case Introduction


Theoretical Background of KM


Company’s Background


Knowledge Management @ Accenture


Strategy and SWOT Analysis


Knowledge Management Technology


Main issues


Analysis and Recommendations


Actual Implementation


Case Introduction


Accenture had a long history of focusing on
Knowledge Management (KM)



Accenture faced budget cutting and headcount
reductions



More demand for KM



Preparing the launch of the Knowledge Exchange



T. Barfield (KM lead) needed to provide
recommendations for future direction


What is Knowledge Management?


KM comprises a range of practices used by
organizations to identify, create and distribute
knowledge.



Knowledge consists of:


personal knowledge and experience


published material


specific material



Knowledge Management


“A form of expertise management which draws
out tacit knowledge making it accessible for
specific purposes to improve the performance of
organizations” (Broadbent, 1997)



It must involve capturing the internal knowledge
generated by a firm


its best thinking on
products, customers, competitors, and
processes


and sharing it.” (DiMattia et. al,
1997)

Why is KM important?


Retention of knowledge



Helps organizations repeat success and prevent
mistakes



In an environment in which the information is
widely available, the successful players are the
ones that properly leverage that asset

KM
-

IT tools


E
-
Mail, Internet


Intranet


Document Management


Workflow/Groupware


Imaging


Information retrieval systems


Electronic publishing systems


Data Warehousing and Data Mining

Company Background


Originated as a feasibility study for General
Electric in 1953


Arthur Andersen implemented automating
payroll processing at GE


Formed as Anderson Consulting in 1989


Accenture went public in 2001

Company Background


Won 2006 MAKE Award


Other winners included: Apple, Google,
Microsoft, PWC


Employees 100,000 (2005), 178,000 (2008)


Consolidated in 47 countries with headquarters
location


In 2004 ROI was ranked first on the S&P 500


Accenture’s clients include 91 of the Fortune
Global 100 and more than two thirds of the
Fortune Global 500

Company Background
-
Core Values



Stewardship


Best People


Client Value Creation


One Global Network


Respect for the Individual


Integrity

Economic Conditions


In 2002, the economy was in a downturn


Resulted in significant budget pressure on KM
group


Many senior managers left; 30% of all KM
managers left or were laid off


Pressure to offshore to reduce costs (India and
Philippines)


Focus on short term as opposed to long term



Knowledge Management @
Accenture


Strong focus on Knowledge Management


Formal KM strategy adopted in 1990


By mid 90’s, thousands of knowledge
repositories had been built using Lotus Notes


KM system becoming inefficient


Strategy Session


A strategy session was held in 2004


Goal was to determine the future of KM at
Accenture


Knowledge Management Strategy:


“Drive value from knowledge to enhance
revenue, reduce cost, and foster innovation”


Knowledge Management Vision:


“To create a world class knowledge
-
sharing
culture and environment that contributes to
Accenture’s success”

Knowledge Management
Framework


SWOT


Strengths


Successful company with a global
presence


Existing enablers: Knowledge Exchange,
myLearning, Accenture methodology


Inherent belief in relevancy of KM


Corporate support for KM from CEO to
upper and mid level management


Historical success of KM at Accenture

SWOT
-

Weaknesses


Unorganized tools and technologies in the
KM infrastructure


Difficult to share and access information


Lack of ownership in KM area


Failing to capture knowledge as
employees leave the company


SWOT
-

Opportunities


Increased employee retention and job
satisfaction


Decreased knowledge drain


Great tool for new employees


Further industry leadership position on KM


Turn knowledge into Intellectual Capital


Business Opportunities

SWOT
-

Threats


Tough economic environment


Need to demonstrate ROI


Ineffectively applied capital


Short project life cycles

KM Current Technology


Implemented Lotus Notes across the
organization


Every Business unit has their own database


Each unit was responsible for managing and
updating their content


Late 90’s Web
-
based access was enabled

Issues with Lotus Notes


Current KM


Lack of usability


Less User friendly


Lack of awareness of system capabilities
and content


Inefficient search process


Lead to
duplication of documents


Lack of consistency in document
templates


Lack of clear governance structure:
responsibility for the documents was not
clearly defined





Procedures were not in place for managing
the system (content / documents. No records
retention: archival process inconsistent and
very manual)



Every business unit created their own
portals, and by the end of 2003, several
disparate systems / databases were created



Cost of maintenance was increasing

Issues with Lotus Notes


Current KM

New KM Technology


New system will provide consistency across
organization and will save time and money
for managing the system.



New Architecture will eliminate the
decentralized Lotus notes environment.



The new architecture is based on MS


Sharepoint technology.


Accenture Portal
Knowledge & Resources channel
Search
Browse
Collaborate
Managed topic pages
Intention pages
Email
Single centralized
knowledge content
store (from end
user perspective)
Content from other
sources
(myLearning,
MethodologyFinder,
Marketing
Credentials, etc.)
New Architecture


New KM Technology


Will Address specific business goals



Simple End
-
User experience



Improve Search and Browse Features


Concept of Metadata



Centralize development and operations of the
Accenture Knowledge and Simplify content
management



Single point of entry
-

A Web Portal


Expected outcomes of the new
KE system


Major enhancements


Enhanced search results


Elimination of content duplication (caused by
decentralized applications)


Improved visibility to innovations across all groups


Increased usability (because of a consistent user
experience)


Consistent archival process (that is no
longer manual intensive)

Challenges in implementing this
system


A strategy need to be developed to address
change management




Need to address cultural barriers


Converting
tacit knowledge into explicit knowledge



Design a system to match what user’s want.


Make them part of the implementation team


Alternatives and Considerations


Continue with improved Lotus Notes


Adopt the new Knowledge Exchange


Do Nothing


Alternatives and Considerations


Continue with improved Lotus Notes


Decentralized portals for different groups
within the organization


Works well, but could have room for
improvement


Can be confusing and may potentially lead to
miscommunication and duplication of work

Alternatives and Considerations


Adopt the new Knowledge Exchange


Needed to centralize information


Important to have clear governance structure
for new KM


End
-

user strategy is key


Better organization of knowledge leads to
higher job satisfaction and less time spent
training

Alternatives and Considerations


Do Nothing


Lose knowledge


System may become unmanageable


No investment required

Alternatives and Considerations


Continue with improved Lotus Notes


Adopt the new Knowledge Exchange


Do Nothing


Other?


What would you do?

Team Three Recommendation


Go to new KM structure

Implementation


Big Picture


Ensure upper management is on board
with KM goals


Create a team with stakeholders from key
areas


Implement to specific pockets of
organization first on a trial basis, then
apply to organization



Implementation
-

Specifics


Edit existing content to ensure a proper
base


Ensure template usage for content


Ensure proper labelling (typology) is
followed: want general descriptions not
jargon


Support entire cycle, from proposal to
delivery





What happened


Re
-
architecture of system using MS and
Avanade (MS supplier) products and
processes


Created a team to handle the project


Submit using a standardized template


Easy access to KM from company portal


Created a “download cart”; once done
‘shopping’, files are zipped and
downloaded


What happened


Manually updated files: from 200k to 80k


Went from 40 servers to 10


Piloted to 1000 users before entire
company


Kept legacy system for 90 days, then
decommissioned


Search function improved to include
source categories and improved ‘deep
searches’


Questions