1. GROUP 4:
RAMESH RAMAN
SINDHU PAARKAVI
NOOR MOHAMMAD
MOHAMMAD ISMAIL
MD.BASHIRUDDIN QURAISHY

2. KNOWLEDGE MANAGEMENT(KM)
Range of strategies / practices used in an organization
to identify, create, represent, distribute, and enable
adoption of insights and experiences.
Insights and Experiences are either embodied in
individual(s) or embedded in organizations as
processes or practices.
Focussed on organizational objectives like improved
performance, competitive advantage, innovation,
sharing of lessons learnt, integration and continuous
improvement of the organization.

3. KM SYSTEM(KMS)
Refers to a system (generally generated via or through
an IT based program/department /section) for
implementing KM in organizations.
Enables employees to have ready access to the
organization's documented base of facts, sources of
information, and solutions
E.g: An engineer could know the metallurgical
composition of an alloy that reduces sound in gear
systems. Sharing this information organization wide
can lead to more effective engine design and ideas for
new or improved equipment.

4. FEATURES OF A KMS
Purpose: E.g. Collaboration, sharing good/best
practices etc.
Context: Information should be meaningfully
organized, accumulated and embedded in the
context of creation and application.
Processes: E.g. creation, construction,
identification, capturing, acquisition, selection,
valuation, organization, linking, structuring,
formalization, visualization, transfer, distribution,
retention, maintenance, refinement, revision,
evolution, accessing, retrieval and application of
knowledge - Knowledge Life Cycle.

5. FEATURES OF A KMS
Participants: Knowledge is developed
collectively and that the “distribution” of
knowledge leads to its continuous change,
reconstruction and application in different
contexts, by different participants with differing
backgrounds and experiences.
Instruments: Capture, creation and sharing of
the codifiable aspects of experience, the creation
of corporate knowledge directories, taxonomies or
ontologies, expertise locators, skill management
systems etc.

6. ABOUT ACCENTURE
Global management consulting, technology services
and outsourcing company.
HQ in Dublin, Ireland.
Largest consulting firm in the world.
As of September 2011, the company has more than
2,36,000 employees across 120 countries.
Accenture's current clients include 96 of the
Fortune’s Global 100 and more than 3/4th of the
Fortune Global 500.
In 2004, ranked on S&P’s top 100 list(invested
capital).

7. ORGANISATIONAL STRUCTURE
CEO – Bill Green
Chief Learning Officer (CLO) – Don Vanthournout
Global KM Head – Tom Barfield
5 Operating Groups – Financial Services, Products,
Resources, Govt., Communications, High Technology
18 Industry Groups – 5 Operating Groups + 8
Capability Groups (like Strategy, Business
Architecture, CRM, SCM, Technology and Human
Performance etc.)

8. IMPORTANT EVENTS
Accenture had a long history of focusing on
Knowledge Management (KM), especially since
1990.
Formally adopted a knowledge-oriented strategy
under its Chief Information Officer(CIO).
In 2000, KM responsibility was shifted from the
CIO to the Training & Learning Organization at
Accenture.
In 2001, Learning & Knowledge Development were
combined into a Capability Development group.

9. ECONOMIC CONDITIONS
In 2002, the economy was in a downturn
Resulted in significant budgetary pressure and
cut in the training budget for all employees.
Shift towards e-learning and lesser travel.
Many senior managers left - 30% of all KM
managers left or were laid off.
Pressure to offshore KM functions, to countries
like India and Philippines, to reduce costs.

10. EXISTING KM SYSTEM –
KNOWLEDGE EXCHANGE
Each group had built thousands of knowledge
repositories using Lotus Notes (IBM).
This KM system was inefficient.
Finding information on Accenture’s many
decentralized portals was difficult and confusing,
leading to duplication of information .
Same document stored in many different Lotus
Notes databases .
No accountability on the management of
information.

11. TABLE-1: DOCUMENT INVENTORY
Knowledge Category Description / Examples No. of Docs.
(approx.)
Contributions / Accenture Proj. exec. material, vendor profiles, 2,65,000
developed content client experience, demos, mkt.
intelligence etc.
Discussion postings Stored in experts.accenture.com 25,000
Expert Profiles Stored in experts.accenture.com 10,000
Topic Pages Key strategic areas – offerings & 6,000
assets
Learning Assets Various courses thru myLearning 15,000
Methods Assets Methods accessed via Methodology 6,000
Finder
Accenture Portal Content Internal processes & communication 35,000
Ext. Purchased Content Purchased/Managed by Accenture 10,00,000
Other ext. content Accessed via the internet Infinite

12. DRIVERS FOR NEW KM INITIATIVE
Developed from end-user’s perspective.
Efficient navigation to reach the right content
and resources.
Search Quality
Topic Pages – helps users who can’t immediately find
what they need or need broader information on the
topic.
Collaboration Capabilities – helps users working on
an area that requires specific expertise(s).

13. NEW KNOWLEDGE EXCHANGE
Leveraged Accenture’s strong relationship with Microsoft
(CEO Steve Ballmer on Accenture’s B0G).
Shift towards using Microsoft’s KM product, SharePoint .
According to Mr.Barfield would – “Provide a consistent ,
standard enterprise knowledge sharing platform and save
Accenture time and money in development, deployment
and management of KM tools. Address many traditional
KM challenges and be the benchmark for next generation
KM tools.”

14. ADVANTAGES OF NEW KM
Reduce duplication caused due to de-centralized
applications.
Improved visibility of intra-group innovation(s).
Consistent user experience.
Consistent archival processes.
Less dependence on manual archiving processes.

15. 2004 STRATEGY SESSION
Re-inforce the benefits of training to the employees
and thus to the company.
Determine the future of KM at Accenture.
Only 20 persons critical to the delivery of the new
KM capability were invited.
KM Mission:
“Drive value from knowledge to enhance revenue,
reduce cost, and foster innovation”
KM Vision:
“To create a world class knowledge-sharing culture and
environment that contributes to Accenture’s success”

16. CHALLENGES IN NEW KM ROLLOUT
The way in which content was to be added to the
system - solved by the SharePoint templates ( for
document type & layout).
Adherence to the templates was voluntary –
compromise on document quality.
Need for topic coordination within the system –
solved by business process-wise classification of
documents.
Employee resistance.
Transfer of documents from old system to new
system.

17. POST STRATEGY SESSION GOALS
Using vision as a benchmark, and additionally through
brainstorming & prioritization sessions, 5 critical
goals were arrived at:
Enabling & fostering a knowledge-sharing culture.
Improving the time to competency for new hires.
Enhancing Accenture’s sales capability.
Ensuring & Improving the RoI for KM.
Improving on existing standards for margins and
quality delivered to clients through the best practices
achieved by the new KM system.

18. HIGH LEVEL VIEW OF NEW
ARCHITECTURE
 Single and centralized knowledge “store”.
 Content from other sources (E.g.. myLearning,
Methodology Finder, Marketing Credentials etc.)
 Accenture Web Portal - Single point of entry
 Knowledge Resources Channel page– simple user
interface offers the user multiple ways to access the
required content.
 Search page – Enhanced find.accenture.com
 Browse page - for content , managed content pages
and other sites etc.
 Collaborate page – provides users with direct access
to peers and experts or involve themselves directly in
discussions.
 Managed Topics page – for topics managed by KM
and governed by subject ownership.
 Intention page – Bring in/ suggest links aligned with
user’s intentions.

19. ALTERNATIVES FOR
ACCENTURE
Continue with improved Lotus Notes
Adopt the new Knowledge Exchange System
Do Nothing (Use the existing Lotus Notes System)

20. ! !!
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