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Developing a Knowledge -Creating Organization A Case Study in Process. Melinda J. Bickerstaff Director, eWorkforce Solutions Group mbickerstaff@kpmg.com Renee A. Massoud Director, Research Strategies rmassoud@kpmg.com. KM World Santa Clara, CA September 14, 2000.

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Developing a Knowledge -Creating Organization A Case Study in Process


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slide1

Developing a Knowledge -Creating Organization

A Case Study in Process

Melinda J. Bickerstaff

Director, eWorkforce Solutions Group

mbickerstaff@kpmg.com

Renee A. Massoud

Director, Research Strategies

rmassoud@kpmg.com

KM World

Santa Clara, CA

September 14, 2000

slide2

How Does Knowledge Management Create Value?

Customer Intimacy

Cultivating relationships to gain customer knowledge

Delivering what specific stakeholders want

Product/Service Leadership

Operational Excellence

Delivering solid products and services at the best price and with the least inconvenience

Delivering the best products and services ---offerings that push performance boundaries

VALUE

  • Employee Capability

Leveraging human intellectual capital in service design and delivery

the four value propositions are built around entirely different operating models
The Four Value Propositions are Built Around Entirely Different Operating Models
  • Employee Capability
  • People development, expertise enhancement, performance management
  • Empowerment on work teams
  • High skills at all levels
  • Rewarding demonstrated applications of individual and team expertise
  • Managing learning and development
  • Learning push
  • Resilience and growth mindset
  • Emphasize development
  • Operational Excellence
  • Product supply, basic service, demand management
  • Central authority, finite level of empowerment
  • High skills at the core of the organization
  • “Command and control”, standard operating procedures
  • Managing total quality
  • Process push
  • Conformance, "one size fits all" mindset
  • Emphasize efficiency and dependability
  • Product Leadership
  • Concept invention, product development, market exploitation
  • Ad hoc, organic, loosely knit, and ever-changing
  • High skills abound in loose-knit structures
  • Rewarding individuals' innovative capacity and new product success
  • Managing risk
  • Concept push
  • Experimentation and "out-of-the-box" mindset
  • Emphasize breakthroughs
  • Customer Intimacy
  • Solution development, results management, relationship management
  • Empowerment close to customer contact
  • High skills at boundary of the organization
  • Customer equity measures like life time value and share-of client
  • Managing outcomes
  • Relationship push
  • Flexibility and "have it your way" mindset
  • Emphasize complete solutions

Core business

processes

Organization

and structure

Management

systems

Culture:

mindsets and

behavior

kpmg s global knowledge management program
KPMG’s Global Knowledge Management Program

Benefits

  • Supporting KPMG strategy
  • More enabled & quicker decision making
  • Increasing revenues & margins
  • Higher client value added through greater innovation & synergy
  • Quality of life - staff more effective
  • Leveraging of corporate expertise

Scope

  • 100,000+ staff
  • Global knowledge sharing
  • 100+ countries
  • 23 industry groups
  • 20 products
  • Sponsorship & leadership
  • Multidisciplinary, global team
  • Stretch targets
  • Rapid realization in phases
  • Technical platform built & rolled out in 18 weeks
  • - 4 -
kworld architecture process
KWorld Architecture & Process

External

Content

Knowledge

Manager

Global Knowledge Exchange

news

feeds

Quality assessment

Value assessment

Security

Taxonomy assignment

Channel assignment

KWorld

Aggregate, focus, direct, prioritize

Content screen

Research

Rules,heuristics, guideline, process flow

Industry, research, technical

Filter, aggre-gate, sort

Collaboration

Internal and external commentary

KPMGContent

Data center

Work products

External broadcast KPMG.COM

Insights, interpretation and analysis

Practice specific

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