Knowledge Management Strategy (Source: Nine Point Management Minefields Framework)

Store Create Knowledge Acquire Resource Add Value Knowledge silos due to tacit knowledge concentration.
Management Minefields McKinsey

Deploy

Use Knowledge

Knowledge Silos Resource Allocation Process SOP Approved/Unapproved Strategy Accountability Performance Monitoring Rewards & Punishment Commitment of TMT Communication Gap

From Discover-Codify-Disseminate To Engage-Explore-Apply-Share One firm policy. Focus on local client relationship Unclear promotion policy of specialists (I-shaped consultants) Idea generation vs Knowledge storage Team lead fully accountable to build team and complete task Hiring graduates of top tier b-schools. Intense competetion. Up or Out Strategy Continuous refining of Knowledge Management High compartmentalization. Cultural and language differences

A Decade of Doubt
Growth Stalled: Economic turmoil, New competitors like
BCG.

Lack of deep technical and professional skills T shaped consultants

Knowledge Management
Practice development initiative: clientele sectors, structural
changes, super groups

Centers of competence
To complement growing number of clientele sectors, created 15 centers of competences.

Building Knowledge Infrastructure

Introduction of Staff Papers Series Publication of Books Internal advertisement by Practice Bulletins

Knowledge Management Program Build a common database Hire practice coordinators

Implementation

Expand hiring and promotion practices

Firm Practice Information System Practice Development Network Knowledge Resource Directory

Refining Knowledge management

* Creation of CPDC. * Shift from DCD to EEAS. * Integrating groups into 7 sectors & functional groups * Redefining consulting from ET to CST * 2 new career paths to encourage specialists.

Mission statement over time

* Old: Focus on issues of importance to top-level
management, adhering to highest standards of integrity, professional ethics, and technical excellence and committed to continually raising its stature and influence.

* New: To help our clients make distinctive, lasting,

and substantial improvements in their performance and to build a great firm that attracts, develops, excites, and retains exceptional people.

Tacit vs Explicit knowledge

Tacit Pros Specialization Customized solutions Encourages domain leaders and entrepreneurial skills Explicit Pros Knowledge sharing Helpful in quicker delivery Avoids knowledge silos formation Cons Discourages creativity Internal credibility and external visibility issues Uncertain promotions Info overloading Technopoly Compartmentalization

Cons Knowledge silos Time consuming solutions Limiting knowledge to a few people

Congruence model

A New Focus
Emphasis on Knowledge Development Blend of Old and Newly Proposed Strategies

Old Channels
Promote Clientele Industry Sectors and Knowledge infrastructure of PDNet & FPIS

New Channels
Practice Olympics Internal Assignments on Emerging Issues McKinsey Global Institute Change Centre

THANK YOU