Knowledge Management @ www.KWorld.clarity

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Developing a Knowledge -Creating Organization A
Case Study in Process
Melinda J. Bickerstaff Director,
eWorkforce Solutions Group mbickerstaff_at_kpmg.com
Renee A. Massoud Director, Research
Strategies rmassoud_at_kpmg.com
KM World Santa Clara, CA September 14, 2000
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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
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The Four Value Propositions are Built Around
Entirely Different Operating Models

• 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

• 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

• 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

Core business processes
Organization and structure
Management systems
Culture mindsets and behavior
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KPMGs 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

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KWorld Architecture Process
External Content
Knowledge Manager
Global Knowledge Exchange
news feeds
KWorld
Quality assessment Value assessment Security Taxo
nomy assignment Channel assignment
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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