2/15/2013

McKinsey & Company

Managing Knowledge & Learning

Syndicate 1 X47
29112003 29112006 29112032 29112098 29112114 | Widya Wardani | Gekan P. Zainal | Eliandri S. Wulandari | Imam Hudori | An Am Ta

Company Background
Company Vision Focus on issues important to top-level management High standards of integrity, professional ethics, and technical excellence, able to attract and develop young men of outstanding qualifications and committed to continue raising its stature and influence Serving its clients superbly well Company Mission To help our clients make positive, lasting, and substantial improvements in their performance and to build a great Firm that is able to attract, develop, excite, and retain exceptional people.

Business to KM Objectives to KM Strategy Matrix

Business Strategy

Business Issue

KM Objective

KM Symptom

Root cause

Critical Knowledge

Knowledge Source

KM Strategy

Returning Business Growth

The economic turmoil of the oil crisis, the slowing of divisionalization process that had fueled the European expansion

To maintain continuous development of McKinsey's members

Too many marginal clients, quality work done was uneven, and lacked of the deep industry knowledge

The firms preoccupation with the Specific Functional Knowledge geographic expansion and new practice possiblities has caused them to neglect the development of their technical and professional skills.

Working Group, Training

> Organization Structural Change - Appointing director of training - Transform geographical-based client sector to industry-based client sector > Leveraging Firm Functional Expertise - Assembling working group

Business Revival & Renewal

The growing number of Clientele Industry Sectors

- To develop equally stimulating intellectual environtment in McKinsey - To change paradigm that knowledge management had to be core, not a peripheral firm activity

KM perceived as peripheral stuff of the firm

Organization structure lead to the Specific Functional Working Group, confusion of KM position Knowledge, Ideal Journal/Publication, Knowledge Infrastructure Bulletin, Knowledge Expert

> Create Centers of Competence - 15 centers of competence based on management expertise areas > Knowledge Documentation - Launch of McKinsey Staff Paper & Practice Bulletin > Building Knowledge Infrastructure (based on KM Project) - Develop Firm Practice Information System (FPIS), Practice Development Network (PDNet), The Knowledge Resource Directory (KRD)

Managing Business Success

The enhanchment of McKinsey Reputation as a thought leader amongst the partners

> To build a great institution that becomes an engine for producing highly motivated world class People - To replace the leader-driven knowledge creation and dissemination process with a stewardship model of selfgoverning practices focused on competence building - To develop ways to improve Client impact - To provide ideal carrer system for different function in McKinsey

- Knowledge is only valuable - Many people are seeing practice Individual capability when it applied to client development as the creation of problem expert and the generation of document to build reputation - Residual confusion and skepticism about viability of - Generalist promotion criteria for the specialist track to any function partnership

McKinsey Consultants & Experts

> Refining Knowledge Management - Delegate the practice development to CPDC > Focusing on Client Impact - Persuade the partners to redefine the firm's key consulting unit from The Engagement Team to Client Service Team > Developing Multiple Career Path - Different career path for client service support and administration staff

Sindikat 1 X47 - McKinsey Business Strategy to KM Strategy Matrix

Business to KM Objectives to KM Strategy Matrix

Business Strategy

Business Issue

KM Objective

KM Symptom

Root cause

Critical Knowledge

Knowledge Source

KM Strategy

Develop New Business Focus

Firm revenue had doubled to To continue the emphasis on an estimated $1.5 billion Knowledge Management annually

Too many energy-consuming Different perspective and focus discussions about the best among McKinsey Management knowledge management approach to implemented

Practice knowledge in Clientele Industry Sector and Functional Capability Groups.

Clientele Industry Sector and Functional Capability Groups, research-oriented people

A four-pronged Attack Strategy - Create some new channels, forum and mechanism for knowledge development and organization learning - Embrace a grass-root knowledgedevelopment approach (Practice Olympics) - Initiate special initiatives which tapped both internal and external expertise to develop "state-of-art" formulations - Expanding of McKinsey Global Institute

Sindikat 1 X47 - McKinsey Business Strategy to KM Strategy Matrix