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. 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.

Learning Objectives

The case is structured to achieve the following Learning Objectives:

• Evaluate the ways in which knowledge can be shared and disseminated in the orga-nization
• Study the importance of culture in implementing KM successfully
• and Examine the role played by the top management in promoting KM within a company.

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