GROUP 4:RAMESH RAMAN

SINDHU PAARKAVINOOR MOHAMMADMOHAMMAD ISMAIL

MD.BASHIRUDDIN QURAISHY

KNOWLEDGE MANAGEMENT(KM)Range of strategies / practices used in an

organization to identify, create, represent, distribute, and enable adoption of insights and experiences.

Insights and Experiences are either embodied in individual(s) or embedded in organizations as processes or practices.

Focussed on organizational objectives like improved performance, competitive advantage, innovation, sharing of lessons learnt, integration and continuous improvement of the organization.

KM SYSTEM(KMS)Refers to a system (generally generated via or

through an IT based program/department /section) for implementing KM in organizations.

Enables employees to have ready access to the organization's documented base of facts, sources of information, and solutions

E.g: An engineer could know the metallurgical composition of an alloy that reduces sound in gear systems. Sharing this information organization wide can lead to more effective engine design and ideas for new or improved equipment.

FEATURES OF A KMSPurpose: E.g. Collaboration, sharing

good/best practices etc.Context: Information should be

meaningfully organized, accumulated and embedded in the context of creation and application.

Processes: E.g. creation, construction, identification, capturing, acquisition, selection, valuation, organization, linking, structuring, formalization, visualization, transfer, distribution, retention, maintenance, refinement, revision, evolution, accessing, retrieval and application of knowledge - Knowledge Life Cycle.

FEATURES OF A KMSParticipants: Knowledge is developed

collectively and that the “distribution” of knowledge leads to its continuous change, reconstruction and application in different contexts, by different participants with differing backgrounds and experiences.

Instruments: Capture, creation and sharing of the codifiable aspects of experience, the creation of corporate knowledge directories, taxonomies or ontologies, expertise locators, skill management systems etc.

ABOUT ACCENTUREGlobal management consulting, technology

services and outsourcing company.HQ in Dublin, Ireland.Largest consulting firm in the world.As of September 2011, the company has more

than 2,36,000 employees across 120 countries.Accenture's current clients include 96 of the

Fortune’s Global 100 and more than 3/4th of the Fortune Global 500.

In 2004, ranked on S&P’s top 100 list(invested capital).

ORGANISATIONAL STRUCTURECEO – Bill GreenChief Learning Officer (CLO) – Don

VanthournoutGlobal KM Head – Tom Barfield 5 Operating Groups – Financial Services,

Products, Resources, Govt., Communications, High Technology

18 Industry Groups – 5 Operating Groups + 8 Capability Groups (like Strategy, Business Architecture, CRM, SCM, Technology and Human Performance etc.)

IMPORTANT EVENTSAccenture had a long history of focusing on

Knowledge Management (KM), especially since 1990.

Formally adopted a knowledge-oriented strategy under its Chief Information Officer(CIO).

In 2000, KM responsibility was shifted from the CIO to the Training & Learning Organization at Accenture.

In 2001, Learning & Knowledge Development were combined into a Capability Development group.

ECONOMIC CONDITIONSIn 2002, the economy was in a downturnResulted in significant budgetary pressure

and cut in the training budget for all employees.

Shift towards e-learning and lesser travel.Many senior managers left - 30% of all

KM managers left or were laid off.Pressure to offshore KM functions, to

countries like India and Philippines, to reduce costs.

EXISTING KM SYSTEM – KNOWLEDGE EXCHANGE

Each group had built thousands of knowledge repositories using Lotus Notes (IBM).

This KM system was inefficient. Finding information on Accenture’s many

decentralized portals was difficult and confusing, leading to duplication of information .

Same document stored in many different Lotus Notes databases .

No accountability on the management of information.

TABLE-1: DOCUMENT INVENTORYKnowledge Category Description / Examples No. of Docs.

(approx.)

Contributions / Accenture developed content

Proj. exec. material, vendor profiles, client experience, demos, mkt. intelligence etc.

2,65,000

Discussion postings Stored in experts.accenture.com

25,000

Expert Profiles Stored in experts.accenture.com

10,000

Topic Pages Key strategic areas – offerings & assets

6,000

Learning Assets Various courses thru myLearning

15,000

Methods Assets Methods accessed via Methodology Finder

6,000

Accenture Portal Content

Internal processes & communication

35,000

Ext. Purchased Content

Purchased/Managed by Accenture

10,00,000

Other ext. content Accessed via the internet Infinite

DRIVERS FOR NEW KM INITIATIVEDeveloped from end-user’s perspective.Efficient navigation to reach the right

content and resources.Search QualityTopic Pages – helps users who can’t

immediately find what they need or need broader information on the topic.

Collaboration Capabilities – helps users working on an area that requires specific expertise(s).

NEW KNOWLEDGE EXCHANGELeveraged Accenture’s strong relationship with

Microsoft (CEO Steve Ballmer on Accenture’s B0G).

Shift towards using Microsoft’s KM product, SharePoint .

According to Mr.Barfield would – “Provide a consistent , standard enterprise knowledge sharing platform and save Accenture time and money in development, deployment and management of KM tools. Address many traditional KM challenges and be the benchmark for next generation KM tools.”

ADVANTAGES OF NEW KM Reduce duplication caused due to de-

centralized applications.Improved visibility of intra-group

innovation(s).Consistent user experience.Consistent archival processes.Less dependence on manual archiving

processes.

2004 STRATEGY SESSIONRe-inforce the benefits of training to the

employees and thus to the company.Determine the future of KM at Accenture.Only 20 persons critical to the delivery of

the new KM capability were invited.KM Mission:

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

KM Vision:“To create a world class knowledge-sharing

culture and environment that contributes to Accenture’s success”

CHALLENGES IN NEW KM ROLLOUTThe way in which content was to be added to the

system - solved by the SharePoint templates ( for document type & layout).

Adherence to the templates was voluntary – compromise on document quality.

Need for topic coordination within the system – solved by business process-wise classification of documents.

Employee resistance.Transfer of documents from old system to new

system.

POST STRATEGY SESSION GOALSUsing vision as a benchmark, and additionally

through brainstorming & prioritization sessions, 5 critical goals were arrived at:

Enabling & fostering a knowledge-sharing culture.

Improving the time to competency for new hires.Enhancing Accenture’s sales capability.Ensuring & Improving the RoI for KM.Improving on existing standards for margins

and quality delivered to clients through the best practices achieved by the new KM system.

HIGH LEVEL VIEW OF NEW ARCHITECTURE

Single and centralized knowledge “store”.Content from other sources (E.g.. myLearning,

Methodology Finder, Marketing Credentials etc.)

Accenture Web Portal - Single point of entry Knowledge Resources Channel page– simple

user interface offers the user multiple ways to access the required content.

Search page – Enhanced find.accenture.comBrowse page - for content , managed content

pages and other sites etc.Collaborate page – provides users with direct

access to peers and experts or involve themselves directly in discussions.

Managed Topics page – for topics managed by KM and governed by subject ownership.

Intention page – Bring in/ suggest links aligned with user’s intentions.

ALTERNATIVES FOR ACCENTUREContinue with improved Lotus Notes Adopt the new Knowledge Exchange SystemDo Nothing (Use the existing Lotus Notes

System)

THANKS FOR LISTENING!!!