Knowledge Management at Whirlpool
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Case Details:
Case Code : ITSY070
Case Length : 21 Pages
Period : 1999-2012
Organization: Whirlpool Corporation
Pub Date : 2012
Teaching Note : Not Available
Industry : Electricals and Electronics
Countries : US; Europe; Global
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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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As innovation from everyone and everywhere required knowledge to be democratized and available to everyone, Whirlpool designed a comprehensive internal KMS in 2001. It allowed Whirlpool employees to learn and share information about innovation. As part of its KMS, Whirlpool created a tracking system called Innovation Pipeline (I-Pipe) that enabled innovators to convert ideas into innovations. The tool tracked how ideas evolved from inception to implementation. Whirlpool also created an intranet-based KMS called Innovation E-space that allowed all employees to keep track of innovation activities at the company. On the website, employees could provide suggestions and ideas, obtain feedback, share their insights with other employees, and volunteer for innovation projects.
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According to industry experts, Whirlpool's KMS helped its employees generate breakthrough ideas for products and businesses and deliver value to consumers. Whirlpool's KMS served as a platform wherein employees worldwide participated and contributed to innovation-related activities resulting in new ideas, products, and services. These in turn contributed to Whirlpool's overall revenues and profits.
Though the KMS at Whirlpool continued to present challenges in the form of significant investments and efforts, the company continued to develop it in order to foster innovation.
Going forward, Whirlpool planned to increase its investment in product innovation to drive sustained future growth and create value for its shareholders, employees, and customers.
According to Fettig, "We know our long-term growth opportunities are abundant, and we will continue to invest in consumer-relevant innovation, appliance growth in new and emerging markets, expansion into higher-margin, faster-growing adjacent businesses, and advancement of our global brand portfolios.
Keeping our core appliance business healthy and growing is critical to our success. Innovation is the fundamental driver of our growth - as it has been for the last century - and we invest more than $500 million annually in Research & Development."...
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