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Knowledge management in practice Three contemporary case studies

Knowledge management in practice Three contemporary case studies Rod Dilnutt , International Journal of Accounting Information Systems 3 (2002) , pp75-81 指導教授：陶幼慧 博士 報告學生：王文宏 Outline 1 Abstract 2 Introduction 3 Case study 1—major Australian bank

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Knowledge management in practice Three contemporary case studies

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  1. Knowledge management in practice Three contemporary case studies Rod Dilnutt , International Journal of Accounting Information Systems 3 (2002) , pp75-81 指導教授：陶幼慧 博士 報告學生：王文宏

  2. Outline • 1 Abstract • 2 Introduction • 3 Case study 1—major Australian bank • 4 Case study 2—major financial services funds manager • 5 Case study 3—government treasury organization • 6 Concluding remarks

  3. 1. & 2.Abstract & Introduction • Knowledge management has become a popular business management discussion topic over the past 5 years. Some of this discussion is no more than hype-generated by software product vendors and consulting houses. However, there is a compelling value proposition holding that the intellectual capital of most organizations can be better managed to create internal efficiencies and external business opportunities. This paper discusses three knowledge management initiatives recently undertaken in the Asia Pacific region that have delivered real business improvements with quantifiable benefits and demonstrable outcomes. Two of these case studies involve major Australian-based financial institutions, while the third relates to a government treasury organization.

  4. 3. Case study 1—major Australian bank • Background : A major Australian-based bank with global operations recognized the opportunity to be more effective in its product support services provided through its call centre. The call centre supported a number of products based on managed funds such as superannuation, insurance and investment trusts.

  5. 3.1 The Problem Call centre consultants were reliant on reference to a number of paper-based procedures,product support material and investment price listings. None of these information sources were managed in a way that could ensure accuracy and currency of content and consultants were forced to sift through documentation to find relevant material. This was both time consuming and because of the quality of information-sourced led to delays in response and a degree of inaccuracy in advice provided.

  6. 3.2 The solution (1) A fourperson project team conducted investigations over an 8-week period. (2)A blueprint developed a knowledge taxonomy determining what knowledge was needed, from where it was sourced and in what form it was presented. (3) A total of 35 improvement opportunities were identified and the net present values (NPV) for proceeding were developed. The improvement opportunities were grouped logically

  7. 3.3 The result • (1) A total of 35 improvement opportunities were identified at a NPVof $5,700,000. Total cost of implementation was approximately $2,800,000, which would create benefits in the order of $8,000,000. This represented a return on investment of 286%. Of these improvement opportunities, $1,600,000 was identified as ‘quick wins’ or those initiatives that could be implemented within 4 weeks at minimal cost. • (2) Implementation of the identified improvement projects was commenced to create the benefits over a 12-month time frame.

  8. 4. Case study 2—major financial services funds manager • Background: • Faced with developing compliance plans to cater to the requirements of the Managed Investments Act, a major Australian funds manager recognised the opportunity to create a proactive orientation towards compliance management activity.

  9. 4.1The problem (1) Current staffing levels in the compliance management function were barely enabling compliance management activity. (2) The current administrative structure did not have the flexibility or rigour to perform effective compliance management, monitoring and reporting.

  10. 4.2 The solution • A knowledge-based approach aimed at re-engineering the total compliance management function was adopted. • A Compliance Monitoring System was developed as the foundation to support the reengineered processes. • To compliment this system, a Guidelines Database was implemented containing internal control plans,

  11. Regarding the system : conducted monitoring on a sweep basis across several similar fund types, • automatically generated repetitive administrative tasks, • provided subliminal training, • contained a built in reminder system for task monitoring and completion by the business, • utilised e-mail capabilities to distribute tasks and allow the business to dynamically • complete tasks on-line, • allowed assessment of business response, • allowed task responses to be marked for exception and • provided a full audit trail of activity.

  12. 4.3The result: • The system created enormous productivity benefits and enabled the compliance management function to operate within existing staffing levels. This created an opportunity saving in the order of $7,500,000 including savings realised through reduction of the need to employ new staff.

  13. 5.Case study 3—government treasury organisation Background An Asia Pacific government treasury organisation recognised the need to leverage off its significant intellectual capital. The organisation is focussed on providing high quality advice to the cabinet on economic issues that impact the living standards of the population. Further, it needed to participate in the opportunities enabled through the increased capabilities provided by advances in communications and technology.

  14. 5.1The problem • (1) The organisation was meeting standards required by the provision of high quality policy • advice. • (2) The organisation is staffed by highly qualified people producing specific research and • analysis outputs.

  15. 5.2The solution • (1) The approach involved the development of a knowledge blueprint for the treasury’s operations. This involved identification of what knowledge was needed, needed by whom, where it was sourced and in what format it was delivered. (2) An improvement agenda was developed basedon the business case tangible benefits. Prioritisation of initiatives was based on quality and service improvements and synergies between various initiatives.

  16. 5.3The result • The development of the knowledge management strategic business case identified 36 improvement opportunities. To achieve identified benefits of $15,000,000 an investment of $3,500,000 was required. • This equated to a return on investment of 384% and a NPV of $10,000,000 over a 5-year discounted period.Dependent on competing resource priorities for the treasury, the 36 improvement opportunities could be implemented within a 2-year timefram

  17. 6. Concluding remarks • Despite the significant hype and general suspicion surrounding the knowledge management endeavours . • Knowledge management is not dependent on technology however each of the projects involved strategic implementation of internet/intranet technologies to support an ‘eKnowledge’ platform. • The organisations discussed have established a programme management and governance structure and approached knowledge management creating a business culture where knowledge sharing and contribution has become the ‘way we do things

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