Claudia Goering, Ginger Kopfer,

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• Claudia Goering, Ginger Kopfer,
• Lucas Newell, Jason Stallman

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Overview of Company

• Founded in 1988 by Harvard Business School
  professors
• Management consulting and research firm that
  specializes in the management of innovation
• Growing at a rate of over 30 per year

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Clients

• Health care
• Electronics
• Automotive
• Chemical
• Utility
• Pharmaceutical

• Telecommunications
• Consumer products
• Construction Equipment
• Computer

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Problem

• Communication system inadequate
• E-mail capabilities were inflexible
• Attaching documents to e-mail was difficult
• Voice mail messages were not forwarded to the
  right people
• Access to information was uneven
• This made the playing field unfair

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Solution

• TEAMROOM
• Gave team members electronic space to
• Manage objectives
• Manage commitments
• Collaborate with colleagues
• Store work output
• Virtual team discussion

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TeamRoom Benefits

• New employees
• Learn more information in a few hours than they
  could in a couple of weeks under the old system
• Gave them the inside track on assigned projects
• Big plus because they were growing so fast and
  they could train new people well

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TeamRoom Problems

• Getting the right information to the right team
• No incentive to use the program
• Lack of training

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Solution

• KNOWLEDGE MANAGEMENT (KM)
• Vessel of knowledge
• Pulled important information out of data
• Assign responsibility
• Capture best information available
• Manage use of data

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KM Benefits

• Developed by Senior Management
• Increase efficiency of consulting practice
• Additional product offering
• Easier to locate and sort through information
• Easier to measure performance

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KM Problems

• No motivation to use system
• Need to be able to sort and filter information
  that is entered
• Standardization vs. creativity

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Key Implementation Tasks

• Building a capable organization
• Allocating resources
• Establishing strategy-supportive policies
• Instituting best practices for continuous
  improvement
• Installing support systems to carry out strategic
  roles
• Tying rewards to the achievement of key strategic
  targets
• Shaping corporate culture to fit the strategy
• Exercising strategic leadership