KNOWLEDGE MANAGEMENT IS6800 GROUP PROJECT BY: Kevin Lin Rajesh Rajasekaran Gautam Kondru Andrew Orr You Should Know This Guy • Kai-Fu Lee (李開復) – A Speech Recognition Expert • 1983, BA, Columbia Univ. • 1988, Ph.D., Carnegie Mellon Univ. • 1988~?, Assistant professor at Carnegie Mellon Univ. (“Most Important Scientific Innovation” – Business Week) • 1990~95, Apple Computer (Mgr. of Speech & Language Technologies Group, V.P. of Interactive Media Group) • 1996~97, SGI (V.P. and G.M. of Web Products Div.), & Cosmo Software (President) Microsoft, http://www.microsoft.com/presspass/exec/kaifu/default.mspx Visual Communications and Image Processing 2000, http://www.spie.org/web/meetings/programs/vc00/specevents.html 2 You Should Know This Guy (Cont.) • Kai-Fu Lee (Former) Corporate Vice President, Natural Interactive Services Division (NISD) • 1998, Founder, Microsoft Research Asia, China • Feb., 2003, V.P. of NISD at Microsoft Corp • NISD’s products or services includes – – – – speech, natural language, advanced search and help, and authoring and learning technologies. • July 2005, Kai-Fu Lee left Microsoft. Mircosoft, http://www.microsoft.com/presspass/exec/kaifu/default.mspx 3 You Should Know This Guy (Cont.) • Google to Open Research and Development Center in China • MOUNTAIN VIEW, Calif. – July 19, 2005 – Google Inc. (NASDAQ: GOOG), developer of the awardwinning search engine, today announced that it will open a product research and development center in China, and has hired respected computer scientist and industry pioneer, Dr. Kai-Fu Lee, to lead the operation and serve as President of the company's growing Chinese operations. Google Press Center, http://www.google.com/press/pressrel/rd_china.html 4 You Should Know This Guy (Cont.) • Kai-Fu Lee Begins Work In Google's China Operations • TechWeb News – September 22, 2005 – Kai-Fu Lee, the center of an ongoing legal battle between Google Inc. and Microsoft Corp., has taken up his post as head of Google's China operations, about two weeks after a judge ruled that the former Microsoft vice president could work for the search engine, China's state news agency reported Thursday. Tech Web News, http://www.techweb.com/wire/ebiz/171100255 5 You Should Know This Guy (Cont.) • Google’s Kai Fu Lee Out of Work Until January • Oct 28, 2005 – A federal judge issued a “final” order preventing Google from moving the Kai Fu Lee case to California. The order puts the case on ice until at least January, when it will be resumed in Washington state. Lee has been prevented from taking the reins of his new job overseeing Google in China since his controversial hiring from Microsoft in July. Meanwhile, Google hired Johnny Choua former executive in China of UTStarcom, to get working on China. The Unofficial Google Weblog, http://google.weblogsinc.com/entry/1234000587065544/ 6 Turnover => Game over ? • Voluntary employee turnover rate in IT industry in 2004: 14.90% ( >1/7 )* • “There is no acceptable level of turnover if you're losing your best people,” says Diane Morello, an analyst at Gartner Inc.** • Sharing & retaining knowledge is important *Nobscot Corporation, http://www.nobscot.com/survey/us_voluntary_turnover_0804.cfm **A.S. Horowitz, You Can’t always guess what they want, Computerworld, (2005) http://www.computerworld.com/careertopics/careers/story/0,10801,104497,00.html 7 Knowledge • What is knowledge? • “Familiarity, awareness, or understanding gained through experience or study” • “The psychological result of perception and learning and reasoning” Dictionary.com, http://dictionary.reference.com/search?q=knowledge 8 Knowledge (Cont.) • Two forms of knowledge • Explicit • Represented by some artifact • Created with the goal of communicating with another person • ex. Documents, Videos • Tacit • • • • What knower knows Derived from experience Embodies beliefs and values ex. Work experience • Both forms of knowledge are essential for organizational effectiveness. A.D. Marwick, Knowledge Management Technology, IBM Systems Journal, Vol.40, No.4, 814-830 (2001) 9 Knowledge (Cont.) • Knowledge is transferable • Organizational learning takes place as individuals participate in the conversion of knowledge between tacit and explicit forms. • Knowledge Transformation processes • Socialization (T to T – Tacit knowledge formation and communication ) • Externalization (T to E – Formation of explicit knowledge from tacit knowledge) • Internalization (E to T – Formation of new tacit knowledge from explicit knowledge) • Combination (E to E – Use of explicit knowledge) A.D. Marwick, Knowledge Management Technology, IBM Systems Journal, Vol.40, No.4, 814-830 (2001) 10 Knowledge (Cont.) • Sample technologies that can support or enhance the knowledge conversion processes Tacit to Tacit (Socialization) Eg. Face-to-face meetings and discussions of shared experience; often informal •NetMeeting, Lotus Sametime •Synchronous collaboration (chat) Explicit to Tacit (Internalization) Eg. Distant learning, learning from a report •Visualization •Browsable video/audio of presentations Tacit to Explicit (Externalization) Eg. Dialog within team, answer questions (formation) •Asynchronous collaboration (Newsgroups, Forums) •Annotation Explicit to Explicit (Combination) Eg. E-mail a report, document classification •Text search •Document categorization A.D. Marwick, Knowledge Management Technology, IBM Systems Journal, Vol.40, No.4, 814-830 (2001) 11 Knowledge Management • Definition of knowledge management (KM) • A.D. Marwick* • KM is the name given to the set of systematic and disciplined actions that an organization can take to obtain the greatest value form the knowledge available to it. • Malhotra** • “Essentially, it (KM) embodies organizational processes that seek synergistic combination of data and information processing capacity of information technologies, and the creative and innovative capacity of human beings.” 12 *A.D. Marwick, Knowledge Management Technology, IBM Systems Journal, Vol.40, No.4, 814-830 (2001) **Y. Malhotra, Tooks@work: Deciphering the knowledge management hype, The Journal for Quality and Participation, Vol.21, No.4, 58-60 (1998) Knowledge Management (Cont.) • KM-focused activities • • • • • • • Generating new knowledge Accessing valuable knowledge from outside sources Using accessible knowledge in decision making Embedding knowledge in processes, products, and/or services Representing knowledge in documents, databases, and software Facilitating knowledge growth through culture and incentives Transferring existing knowledge into other parts of the organization • Measuring the value of knowledge assets and/or impact of knowledge management C. Marshal, L. Prusak and D. Shpilberg, Financial risk and the need for superior knowledge management, California Management Review; Vol.38, No.3, 77-101, (1996) R. Ruggles, The state of the Notion: Knowledge Management in Practice, California Management Review, Vol.40, No.3, 80-89 (1998) 13 KM Tools • Collaborative tools • Groupware (Lotus notes, IntraNet, ExtraNet) • Meeting support systems • Corporate yellow pages (Knowledge directories) • Content Management • Internet / WWW ( Information provider) • Document Management systems (e-filing) • Digital image processing systems • Electronic Publishing systems • • • • Business Intelligence Data Warehousing E-Commerce Helpdesk systems S. Moffett, R. McAdam, and S. Parkinson, Technological Utilization for Knowledge Management, Knowledge and Process Management, Vol.11, No.3, 175-184 (2004) 14 KM: Global Statistics • International Data Center (IDC) predicts 41% increase in global spending per year on knowledge services. • Global spending on KM services projected to reach $13 billion in 2005. • Global KM software market was worth $5.4 billion in 2004. • “Knowledge Drain” & “Knowledge Deficit” cost Fortune 500 companies billions. Sandhya, S. M., KM Market: Eyeing Exponential Growth, http://www.ciol.comnfolder/102071101.asp 15 Drivers of KM Competition - 50% Competitive advantage Productivity Peer pressure Knowledge Assets – 28% Staff Turnover Intellectual Capital Knowledge Sharing Intellectual property Attainable results – 14% Results Risk Reduction D. Mason and D.J. Pauleen, Perceptions of Knowledge Management: a Qualitative Analysis, Journal of Knowledge Management, Vol.7, No.4, 38-48 (2003) 16 Barriers to KM Culture - 45% Diverse culture Organization culture Trust Communication Sharing Leadership – 22 % Leadership Management Education – 16% Lack of Awareness Lack of Vision Lack of Understanding D. Mason and D.J. Pauleen, Perceptions of Knowledge Management: a Qualitative Analysis, Journal of Knowledge Management, Vol.7, No.4, 38-48 (2003) 17 KM Implementation • Technology-Push Model 18 Journal of Knowledge Management VOL.9 NO 1 2005, pp.7-28 KM – Technology push model • CISCO SYSTEMS • Legendary faith in technologies for predictive modeling and decision making • Misplaced faith on their Forecasting systems • Ended up writing off $2.2 billion in inventories and Sacking 8,500 employees A key lesson of KM ignored by CISCO: PAST MAY NOT BE AN ACCURATE PREDICTOR OF THE FUTURE 19 Journal of Knowledge Management VOL.9 NO 1 2005, pp.7-28 KM Implementation (cont.) • Strategy-Pull Model 20 Journal of Knowledge Management VOL.9 NO 1 2005, pp.7-28 KM – Strategy pull model PARTNERS HEALTH CARE, BOSTON - KM was implemented to the order-entry system because it’s central to their physicians delivering good medical care. • Serious medical errors were reduced by 55% after KM was incorporated into their Orderentry system. • PARTNERS found a new drug was beneficial for heart problems, orders for that drug increased from 12 to 81 percent. Knowledge Management Review; Mar/Apr 2005;8;1; ABI/INFORM Global, Journal of Knowledge Management VOL.9 NO 1 2005, pp.7-28 21 FOREST LABORATORIES, INC. - CASE STUDY http://www.frx.com COMPANY PROFILE • Founded in 1954. • Publicly traded on the NYSE, under the ticker • • • • symbol FRX. FOREST, based in NY, has operations on Long Island in New Jersey, Missouri, Ohio, Ireland and United Kingdom. Identifies, develops and delivers pharmaceutical products that make a difference in people’s lives. Total of 5000 employees of which close to 2800 employees are in the sales force. $3 billion revenue for the FY 2005. 23 http://www.frx.com/about/index.aspx FOREST ACCOLADES • Ranked among Fortune’s Fastest Growing • • • • Companies, five years (2000 – 2004). Ranked as one of The Best companies to sell for by selling power for four consecutive years (2001-2004). Ranked #32 on the Pharm exec 50 listing of the top 50 pharmaceutical companies by sales. Ranked #5 among the Best Performers of the S&P 500 in 2004. Ranked #1 on the Wall Street Journal Honor Roll for 2003. 24 http://www.frx.com/about/accolades.aspx FOREST - PRODUCTS Established Therapeutic Areas Central Nervous system - LEXAPRO, CELEXA, NAMENDA, CAMPRAL Cardiovascular - BENICAR, TIAZAC Respiratory - AEROBID Relatively New Therapeutic Areas Endocrinology Ob/Gyn – Pediatrics Pain Management 25 http://www.frx.com/products/index.aspx Quote from our CEO • “Pharmaceutical companies do more to benefit human health, reduce pain, prolong life, and ultimately create more longer lasting and intrinsic human happiness than any other business.” - HOWARD SOLOMON CHAIRMAN & CEO of FOREST 26 http://media.corporate-ir.net/media_files/irol/83/83198/reports/2005/FinancialHighlights.pdf FOREST–INCOME Statement summary [recent 5 yrs] 27 http://media.corporate-ir.net/media_files/irol/83/83198/reports/2005/FinancialData.pdf BUSINESS CHALLENGES AT FOREST Business process improvements at Forest Research Institute (FRI) 1. Advanced methods needed to handle R & D process associated with required regulatory submissions 2. Need to convert mountains of clinical data into meaningful information 3. Need to implement collaborative work practices for better business prospects 4. Increased needs to Digitize, Manage, Secure, Share, Utilize and Publish intellectual assets effectively for business growth 5. Streamline the often time-consuming internal audit process. 6. Need to effectively handle huge amount of documents especially R&D related contents. 28 Mr. Perry Venugopal, Assistant Director, INFORMATICS - FRI CEO QUOTE • Quotes from a CEO of a major pharmaceutical company: “In this industry, we make 2 products – Drugs and Documents. Unfortunately, the authorities are only interested in the documents.” 29 http://www.documentum.com/products/collateral/industry/EPCAutumun_2002_Documentum.pdf DOCUMENT MANAGEMENT SYSTEMS • What is DOCUMENTUM? - DOCUMENTUM is the life sciences industry standard enterprise content management (ECM) platform for creating, capturing, managing, delivering, and publishing large volumes of content within and beyond the enterprise. - De-facto standard for maintaining documents, audit trails and optimize R&D operations in the Pharmaceutical, life-sciences industry. 30 http://www.documentum.com FRI DOCUMENT MANAGEMENT SOLUTION • The PR&D group - As a tool to edit, manage, review and approve all CONTROLLED documents • The Regulatory Affairs group - As a tool to collate, manage, review and approve all the documents related to an FDA submission 31 Mr. Perry Venugopal, Assistant Director, INFORMATICS - FRI FRI DOCUMENT MANAGEMENT SOLUTION 32 Mr. Perry Venugopal, Assistant Director, INFORMATICS - FRI EMERGING CHALLENGES AT FOREST FOREST spends approx. $25 million dollars this year to extend the business functionality of the existing SAP-ERP solutions in order to effectively manage the information flowing across the enterprise. Mr. Brian Bilyeu, Senior Manager, SAP- Business operations, Mr. Lawrence Bua, Senior Manager, IT - Operations 33 SAP KM AT FOREST - TO ACCESS SAP BEST PRACTICES RESOURCES Mr. Brian Bilyeu, Senior Manager, SAP- Business operations, Mr. Lawrence Bua, Senior Manager, IT - Operations 34 FOREST-SAP ENTERPRISE PORTAL Mr. Brian Bilyeu, Senior Manager, SAP- Business operations, Mr. Lawrence Bua, Senior Manager, IT - Operations 35 FRI R&D Process Improvements after the DOCUMENTUM implementation • Better version control management of Forest’s intellectual assets • Introduced collaboration work practices both internally and externally with its research partners and co-marketers. • Eliminated the internal research audits required for demonstrating compliance with FDA regulations. • Re-use the same content wherever appropriate (ie: NDA (US) vs. CTD (Europe/Japan) – same content- different presentation • Rapid seamless access to the information enables FOREST to make GO/NO-GO decisions at the early stage of the product life-cycle Mr. Perry Venugopal, Assistant Director, INFORMATICS – FRI, http://www.documentum.com/industry/life_sciences/research/index.htm 36 Potential Business problems that can be avoided • 50% of R & D expenses are during the clinical development phase. • 7 million pages per year of clinical studies content to be managed. • Each day late for the drug arrival to the market equals $1 million dollar in lost revenue. • A missed paper-work with FDA or an outdated information to FDA during the New drug submission process can potentially delay the FDA approval process by SIX MONTHS. 37 http://www.documentum.com/industry/life_sciences/research/index.htm Case Study Siemens AG Company Overview • Siemens: • Founded more than 155 years ago in Berlin, it is one of the world’s largest private organizations • Employs 440,000 people in 190 countries. • World leader in Information and Communications, Automation and Control, Lighting, Medical, Power and Transportation. 39 http://www.usa.siemens.com/index.jsp?sdc_p=ft4mls6uo1067030n1067030i1002155pc194z2&sdc_sid=29513262089& viewed 11/08/05 Company Overview • Fortune Global 500 ranked Siemens AG, number one in the world's electronic industry in the year 2004 • Reported global sales of $91.3 billion in fiscal 2004 (10/1/03 - 9/30/04). • Siemens has a decentralized corporate structure • Every unit has its own executive management, supervisory groups and regional units. • Information and Communication Networks (ICN) • Major division within Siemens • Employs approx. 33,000 people • Generates revenues of €7,122 billion (roughly $8 billion) in sales. 40 http://www.usa.siemens.com/index.jsp?sdc_p=ft4mls6uo1067030n1067030i1002155pc194z2&sdc_sid=29513262089& viewed 11/08/05 US Operations • US Corporate headquarters in New York City • Employs approximately 70,000 people in all 50 states and Puerto Rico. • $16.6 billion in U.S. sales • Trades on NYSE (SI) 41 http://www.usa.siemens.com/index.jsp?sdc_p=ft4mls6uo1067030n1067030i1002155pc194z2&sdc_sid=29513262089& viewed 11/08/05 Business Areas in US • Information and Communications • Siemens provides systems, services and solutions to 70 percent of the Fortune 500. • Automation and Control • Siemens' postal automation systems process more than 90 percent of the mail for the United States Postal Service (USPS) • Power • Power generation systems produce more than 1/3 of the electricity in the U.S. • Medical • Processes some 157 million healthcare information transactions every business day. • Research and Development • Dedicates $4 million and 5,700 employees to R & D • Generates more than 32 inventions every business day • In 2004, it invested approximately $6.2 billion in research and development. 42 http://www.usa.siemens.com/index.jsp?sdc_p=ft4mls6uo1070267n1070267i1067030pc194z2&sdc_sid=29513262089& viewed 11/08/05 Global Clients • Audi IT Client Services • John Deere SAP R/3 Rollout in Europe • BBC Outsourcing • Lufthansa Baggage Management System • DaimlerChrysler Service Process Management • • National Employment Agency, Romania IT Infrastructure Services Department of Labor, South Africa IT Outsourcing • Siemens Medical Solutions Global Remote Service for medical system Fujitsu Siemens Computers Application Management for SAP solutions • UK Passport Service (UKPS) Efficient document processing HSBC Call Center • Volkswagen Internet presentation Touran • • 43 http://www.siemens.com Knowledge Management at Siemens Driver for KM initiatives: • Growing competition • Deregulation in the core market in Germany • Demand for Siemens to provide complex total solutions • Transform company into a customer-oriented organization that provided customized solutions and services globally Sven C. Voelpel, Malte Dous, and Thomas H. Davenport, Academy of Management Executive, 2005, Vol. 19, No. 2 44 Siemens KM Initiative Concept: • Information and Communication Networks group had to tap the comprehensive expertise and rich experience of its employees. • A Knowledge Management System had to network the 17,000 sales and marketing employees across the globe. Sven C. Voelpel, Malte Dous, and Thomas H. Davenport, Academy of Management Executive, 2005, Vol. 19, No. 2 45 Knowledge Management System • Knowledge Library: A central component that would • Consist of thousands of knowledge bids • Have a web based entry form for users to input bids • Urgent Request Forum: A place where any user can post a question and request immediate response. • Rich Transmission Channels: • Community news bulletin boards • Discussion groups for certain topics • Live chat rooms • Knowledge Library + Urgent Request Forum + Transmission Channels = Sven C. Voelpel, Malte Dous, and Thomas H. Davenport, Academy of Management Executive, 2005, Vol. 19, No. 2 http://www.europe.redhat.com/software/ccm/customers/siemens.gif 46 ICN ShareNet • The first ShareNet version was developed with the help of an external web-development company. Sven C. Voelpel, Malte Dous, and Thomas H. Davenport, Academy of Management Executive, 2005, Vol. 19, No. 2 http://www.swiss.ai.mit.edu/~rfrankel/community/exsharedir.gif 47 ShareNet 48 http://ccm.redhat.com/doc/core-platform/5.0/acs-core/doc/images/found-item.gif ShareNet Organization 49 Sven C. Voelpel, Malte Dous, and Thomas H. Davenport, Academy of Management Executive, 2005, Vol. 19, No. 2 Language Barriers • Initial response to English-only ShareNet not very positive: • Some employees did not dare to post a question in a forum where several thousand people could see their grammar or spelling mistakes • Few others were of the opinion that in a German-based company the first language should still be German. • Language problems were mitigated over time: • Users saw the personal benefit of sharing and receiving knowledge. Sven C. Voelpel, Malte Dous, and Thomas H. Davenport, Academy of Management Executive, 2005, Vol. 19, No. 2 http://www.wmich.edu/ois/sap/programs/images/germany.map.jpg 50 Cultural Differences • China • 50 companies and 27 regional offices • Headcount of 25000 • Barriers: • Grammar and spelling mistakes might harm “face” in the company. • What is “Face” ? • Defined as what other people think of you • Mitigation Practices: • Additional workshops for ShareNet Managers • Chinese version of user handbook • Allowing to contribute in Chinese language Sven C. Voelpel, Malte Dous, and Thomas H. Davenport, Academy of Management Executive, 2005, Vol. 19, No. 2 http://archives.cnn.com/2000/ASIANOW/east/01/08/tibet.lama.01/map.china.tibet.gif 51 Incentives • Bonus-On-Top: First reward system • Reward to share knowledge across countries. • Web-based system: • Shares were awarded for • Entering knowledge bids into the library • Reusing knowledge • Responding to urgent requests and • Appraising one another’s contributions. • Redeemable for gifts and prizes such as textbooks, siemens mobile phones, trips to knowledge exchange partners • Skewed motivation : • Trading of shares • Neglect of actual jobs 52 Sven C. Voelpel, Malte Dous, and Thomas H. Davenport, Academy of Management Executive, 2005, Vol. 19, No. 2 Expansion and Consolidation • Feb 2002: • Siemens ShareNet deployed in R&D division with minor modifications to the system that suited the division • July 2002: • • • • • 19,000 registered users More than 80 countries. Supported by 53 ShareNet managers 20,000 knowledge bids populated in the system Over 2.5 million ShareNet shares distributed 53 Sven C. Voelpel, Malte Dous, and Thomas H. Davenport, Academy of Management Executive, 2005, Vol. 19, No. 2 Cost Justification Sven C. Voelpel, Malte Dous, and Thomas H. Davenport, Academy of Management Executive, 2005, Vol. 19, No. 2 54 Benefits and Limitations • Siemens ShareNet supports the view point that Just-InTime delivery significantly improves performance • “For insurance purposes an ICN project manager in South America tried to discover how dangerous it was to lay cables in the Amazon rainforest. He posted an urgent request asking for help from anyone with a similar project in a similar environment. A project manager in Senegal responded within several hours. Obtaining the right information before the cables went underground saved Siemens approximately US$1 million.” • Limitations of ShareNet: • Significant costs to maintain • Limited automation of supervision 55 Sven C. Voelpel, Malte Dous, and Thomas H. Davenport, Academy of Management Executive, 2005, Vol. 19, No. 2 CASE STUDY 56 Company History and Overview • Formerly Andersen Consulting; Several Arthur Andersen consultants established Accenture in 1989 • Accenture formalized Business Integration – a framework for aligning people, processes and technology with business strategy. • Went public with IPO on July 19, 2001 – now trades on NYSE under ACN • Currently provides the full range of consulting, outsourcing and related technology services. Accenture, http://www.accenture.com/Global/About_Accenture/Company_Overview/History/default.htm, November, 2005. 57 Company Profile • Largest of the “Pure Consultancies”1 • 123,000 employees at 110 offices in 48 countries 2 • Net Revenues of $15.55 billion for fiscal year ending August 31, 2005 2 • Clients include: U.S. government, London Stock Exchange, BP, Cingular Wireless and Ford Motor Company 2 1 Paik Y., Choi D.Y., The shortcomings of a standardized global knowledge system: The case study of Accenture, Academy of Management Executive, Vol. 19 No. 2, pp 81-84, 2005. 2 Accenture, http://www.accenture.com/Global/About_Accenture/Company_Overview/History/default.htm, November, 2005. 58 A Need for Knowledge Management • As a pure consultancy, “Our people are our products”1 • They hold knowledge capital in the form of wisdom and experience. • Accenture must make its knowledge capital available to its employees world-wide to achieve a competitive advantage. • A KM system makes knowledge sharing throughout the organization possible. Recycling Internal Know-How: Knowledge Management at Accenture, http://home.nyc.rr.com/mckeonsamples/article 3.html 59 Definition of Knowledge Management The company defines its own knowledge management as: “The systematic process of achieving organizational goals through capture, synthesis, sharing and use of information, insights and experiences.” Recycling Internal Know-How: Knowledge Management at Accenture, http://home.nyc.rr.com/mckeonsamples/article 3.html 60 A Pioneer and Leader in Knowledge Management • One of the first companies to invest in knowledge management. • Began implementation of KM solutions in the early 1990s to help deliver quality solutions faster. • Since then, Accenture has allocated more than $500 million to its KM system. • KM staff of over 500: 150 focus on database administration. Paik Y., Choi D.Y., The shortcomings of a standardized global knowledge system: The case study of Accenture, Academy of Management Executive, Vol. 19 No. 2, pp 81-84, 2005. 61 The Knowledge Xchange • An electronic depository comprised of 7000 individual databases. • Information can be accessed by consultants using Lotus Notes or the internet. • KX stores internally generated knowledge grouped by market units and service lines. • Content includes: presentations, proposals, methodologies, appropriate experts, knowledgeable peers and best practices. Recycling Internal Know-How: Knowledge Management at Accenture, http://home.nyc.rr.com/mckeonsamples/article 3.html 62 Utilizing Knowledge Xchange • Consultants can begin new projects with a KX search for past or similar projects. • Searches are facilitated by a portal, similar to a web browser, with a search engine. • A portal search will return a list of content matches and links within the KX. • Consultants can also access a variety of external sources via the portal. Recycling Internal Know-How: Knowledge Management at Accenture, http://home.nyc.rr.com/mckeonsamples/article 3.html 63 http://webpages.dcu.ie/~scallanc/Andersens.ppt 64 The Knowledge Xchange IT Structure • Directory Databases KX Front Page & KX Yellow Pages 65 http://webpages.dcu.ie/~scallanc/Andersens.ppt The Knowledge Xchange IT Structure • Reference Databases People and Places, Client Experience, Libraries by Indusrty/Service 66 http://webpages.dcu.ie/~scallanc/Andersens.ppt The Knowledge Xchange IT Structure • Discussion Databases General forums for service and industry specific discussions. 67 http://webpages.dcu.ie/~scallanc/Andersens.ppt The Knowledge Xchange IT Structure • External Databases Provide past or current news stories on industries and companies grouped by market units and service lines. 68 http://webpages.dcu.ie/~scallanc/Andersens.ppt Managing the Knowledge Xchange • Teams of KM professionals are assigned to market units and service lines. • Team members: • • • • • • Ensure consultants contribute to KX Train consultants in knowledge sharing Identify relevant knowledge capital Synthesize, streamline and clarify knowledge Package and distribute knowledge Develop vehicles for disseminating information and knowledge • Consultants and KM professionals also use their experience with KM at Accenture to advise clients on capturing and spreading knowledge in their 69 own organizations. Recycling Internal Know-How: Knowledge Management at Accenture, http://home.nyc.rr.com/mckeonsamples/article 3.html Measuring the Successfulness of KX • Knowledge Xchange was considered so strategic that senior executives didn’t even ask for an ROI.1 • Success of KM is measured by the reduction in planning time, minimization of risk, improved quality and reduced costs. 2 • Example: A team resolves a software issue by posting a question and receiving a solution overnight: Savings estimated at $200,000 of “fix-work” 1 1 Hildebrand, Carol, Processing Information: Andersen Consulting, CIO Magazine, August 1996. 2 Paik Y., Choi D.Y., The shortcomings of a standardized global knowledge system: The case study of Accenture, Academy of Management Executive, Vol. 19 No. 2, pp 81-84, 2005. 70 Shortcomings of Knowledge Xchange • Accenture’s KX policies did not consider its “global vision” and allow for management flexibility at the local level. • East Asian consultants were not as motivated as their U.S. counterparts to contribute to KX. • All documents and abstracts had to be translated to English before submission to KX. Paik Y., Choi D.Y., The shortcomings of a standardized global knowledge system: The case study of Accenture, Academy 71 of Management Executive, Vol. 19 No. 2, pp 81-84, 2005. Accenture’s Knowledge Management Journey 1992 - 1995 Enabling Infrastructure “Build it, and they will come” Lotus Notes/KX Discussion Databases “Connections” 1994 - 1997 Knowledge Sharing “Knowledge is a by-product” 1996 - 2000 Knowledge Outfitting “Knowledge is actively managed” Document Libraries Thought Leadership Communities “Contributions” 1999 - 200? Smart Workplace “Our best knowledge guides our activities” Integrated performance support Web-like technology Job tools are knowledge tools “Aggregation & Combination” “Continuous Learning” Recycling Internal Know-How: Knowledge Management at Accenture,, http://home.nyc.rr.com/mckeonsamples/article 3.html 72 Best Practices for Knowledge Management • Knowledge Management Strategy Identify and Review the Organization’s Vision and Mission Identification of Relevant and Valuable Knowledge Align Knowledge Capture with Business Strategy • Technology for Supporting KM Evaluate IT Tools Needed to Enable KM Evaluate Existing Workflow Software Align Knowledge and Business Strategies with IT 73 Best Practices for Knowledge Management • Creating a Culture for Knowledge Sharing Incentives for Contribution Encourage Utilization Monitor Employee Usage Global Integration • Measuring Effectiveness of KM Justification for Implementation Qualitative Assessment of Value Added Quantitative Measurement of Revenue Gained 74 Successful KM Initiatives • Hoffmann-Roche saves over $1 million per day • • • • • due to KM activities. KM program at HP reduced average call times by two-thirds & cost per call by 50%. Chevron estimates initial savings of $150M & $20M/yr from best practices program. Dow Chemicals: capitalizing on intellectual property saved $40M. Over six years, Schlumberger Corp. realized ROI of 668% on KM programs. Teltech clients enjoy ROI of 12:1 for KM efforts Yelden, E. F., Albers, J. A., The Business Case for Knowledge Management, Journal of Knowledge Management Practices, August, 2004. 75 Q&A 76