Mckinsey's Knowledge Management Practices
|
|
ICMR HOME | Case Studies Collection
Case Details:
Case Code : ITSY058
Case Length : 19 Pages
Period : 1980-2007
Pub Date : 2007
Teaching Note :Not Available
Organization : McKinsey & Company Industry : Consulting
Countries : US
To download Mckinsey's Knowledge Management Practices case study
(Case Code: ITSY058) click on the button below, and select the case from the list of available cases:
Price:
For delivery in electronic format: Rs.
400;
For delivery through courier (within India): Rs. 400 + Shipping & Handling Charges extra
» IT & Systems Case Studies Collection
» IT and Systems Short Case Studies
» View Detailed Pricing Info
» How To Order This Case
» Business Case Studies
» Case Studies by Area
» Case Studies by Industry
» Case Studies by Company 
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.
Chat with us
Please leave your feedback
|
|
<< Previous
Excerpts
Employee Training and Knowledge Sharing
|
Recruitment was given high importance in McKinsey. The
company recruited graduates from top-tier business schools. Before a candidate
was selected, he/she was interviewed six to eight times by the partners and
principals.
The company recruited talented individuals capable of receiving and spreading
knowledge through person-to-person knowledge sharing mechanisms that were
present in the organization. At McKinsey, fresh management graduates joined as
associates.
After two to three years, associates who performed well were
promoted to the position of engagement manager... |
|
Capturing Knowledge
In McKinsey, the KM system evolved from the need to connect people effectively.
The company generally dealt with high level management problems that were
difficult to put across in standardized formats. Initially, most of the
consultants in the company were not in favor of documenting the concepts, as
many consultants were suspicious about reusing ideas...
|
|
Conclusion
At McKinsey, all employees had an important role to
play and the major roles were serving their clients, developing
knowledge, and building the practice. Knowledge management helped
McKinsey in solving the clients' problems effectively through every step
(Refer to Table III for steps in a typical engagement at McKinsey).
In 1995, McKinsey had undertaken a project on the impact of the digital
economy on services. In the report, it was said that reducing telecom
costs would result in remote services, by which countries like China and
India would provide assistance to customers in the US... |
Exhibits
Exhibit I: Ninth Annual Global Make Study - Winners
Exhibit II: Core Principles of Mckinsey
Exhibit III: Mckinsey - Values and Mission
Exhibit IV: Training at Mckinsey
Exhibit V: Mckinsey Global Institute - Research
Exhibit VI: Industry and Functional Practices
|
|
