Case
Studies /
Knowledge Management – Building a Global System
>>
Return to case study listings.
Sharing insights and learning amongst dispersed groups of professionals
can yield great benefits in terms of customer satisfaction and speed
of solution delivery. Whilst such groups may share knowledge informally
they may not know how to get the support of the organisation in setting
up a KM system. I
was hired to assist a global project team implement a knowledge
management (KM) system for a technical consultancy group in a very
large systems integrator. I was employed for my strategic and systems
thinking skills and as the project manager and facilitator for the
team. Most of the team were technology employees, I was the business
specialist providing an external perspective
Team members
worked from their base offices in US and Australasia. Much of the
co-ordination work was done by teleconferencing, usually once a
week, but crucially there were workshops when most of the team met
for two or three days, requiring international travel for many in
the team. They were conducted at the project initiation and at phase
completion/next phase initiation points. Those meetings were essential
to establish a common understanding and direction
I synthesized
and presented learned KM wisdom to the core project team. This ensured
that thinking was raised from the information system level to a
level at which concepts such as ‘tacit knowledge’, ‘community
of practice’, ‘IP’ (Intellectual Property) and
that total focus on the value to external clients, not on internal
organisational issues, were adopted.
The team worked
on multiple workstreams, developing the KM portal and information
system, the community structure, the career paths and training requirements,
business processes, contact lists and case histories, leadership
responsibilities and culture, and other components of the KM business
system. A communications program was implemented across all activities.
Feedback was invited and progress communicated as early as possible
so stakeholders felt they were ‘in the loop’.
Marketing of
the KM system to corporate leaders in US, then out to regional executives,
whilst marketing directly to local business leaders created a communications
pincer movement. All the time, emphasis was on value to clients,
which ensured strategic alignment with, and support for, corporate
goals.’
After 6 months
the project was completed, and the operational system was handed
over to an operations group for on-going co-ordination.
Managed communications
were absolutely key to success. A small team was able to effectively
market to a global organization, by direct marketing to the key
stakeholders.
KM is really
about people and sharing, any technology that is used is just a
tool. Stratege can help you unlock the value of the knowledge inside
your people’s heads.
>>
For any questions or further information on this case study please
contact us.
>>
Return to case study listings.
top
|
home
contact
us
