Mckinsey's Knowledge Management Practices

            
 
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Please note:

This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.



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Case Details:

Price:

Case Code : ITSY058 For delivery in electronic format: Rs. 400;
For delivery through courier (within India): Rs. 400 + Rs. 25 for Shipping & Handling Charges

Themes

Knowledge Management
Case Length : 19 Pages
Period : 1980-2007
Pub Date : 2007
Teaching Note : Not Available
Organization : McKinsey & Company
Industry : Consulting
Countries : US

Abstract:

The case describes the knowledge management practices at McKinsey & Company (McKinsey). Managing knowledge effectively is of prime importance especially for consultancies like McKinsey which depended heavily on knowledge for their existence and growth. The expertise McKinsey gained over the years was put into optimal use through knowledge management. Knowledge was spread in the firm through training sessions, seminars, workshops, sharing of the findings of the projects.

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The other KM efforts that McKinsey undertook included development of centers of competence, practice information system, practice development network and knowledge resource directory. The case examines how McKinsey promoted a culture of knowledge sharing within the firm.

Issues:

  Evaluate the ways in which knowledge can be shared and disseminated in the organization.

  Study the importance of culture in implementing KM successfully.

  Examine the role played by the top management in promoting KM within a company.

Contents:

  Page No.
Introduction   1
Background Note   2
Evolution of KM   5
KM in Action   6
Employee Training and Knowledge Sharing   9
Capturing Knowledge 10
Conclusion 11
Exhibits 13

Keywords:

McKinsey & Company, Knowledge Management, Global MAKE Awards, Enterprise Knowledge, Knowledge-driven Culture, Intellectual Capital, Collaborative Knowledge Sharing, Learning Organization, Tacit Knowledge, MECE Approach, Firm Practice Information System, Practice Development Network, Employee Training, McKinsey Global Institute, Client Engagement.

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