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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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Rod Dilnutt , International Journal of Accounting Information Systems 3 (2002) , pp75-81
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.
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.
(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
Investments Act, a major Australian funds manager recognised the opportunity to create a proactive orientation towards compliance management activity.
(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.
conducted monitoring on a sweep basis across several similar fund types,
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.
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.
(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.
$3,500,000 was required.