Mckinsey's Knowledge Management Practices

Case Code: ITSY058 Case Length: 19 Pages Period: 1980-2007 Pub Date: 2007 Teaching Note: Not Available

Price: Rs.400 Organization: McKinsey & Company Industry: Consulting Countries: US Themes: Knowledge Management

Abstract Case Intro 1 Case Intro 2 Excerpts

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.

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

Introduction
Background Note
Evolution of KM
KM in Action
Employee Training and Knowledge Sharing
Capturing Knowledge
Conclusion
Exhibits

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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