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Chief nurture strikeicer Essay friendship management at Accenture Richard Ivey School of Business 200907702. Accenture A well known global unattackable that became a public company with a achieverful initial public offering on the New York decline Exchange in July 2001. Great revenue increment in 2001, 2004(two digit increment) Embarked upon a newfangled dodge High Performance Delivered Substanti all(prenominal)y increase companys focus on outsourcing Oriented to up(p) sh atomic number 18holder value for its leaf nodes Emphasizing the creation and application of intellectual and technological assets to apply in encounter with clients geological formational structure also evolved 5 operating groups18 industry groups which made up the basketball team operating groups, eight capability groups 3. intimacy caution In 90s Adopted a knowledge-oriented strategy shape a knowledge management organization under the chief information officer By the mid-1990s, the firm built thousands of knowledge repositories on the Lotus Notes platform acquaintance Exchange From 2000 to 2002 Responsibility for KM was shifted from CIO to the teach and learning organization at Accenture Learning knowledge management were combined into a single new group called capability readyment in 2001 In 2002, the toughening fiscal conditions, training budgets had been cut substantially for Accenture employees4. Knowledge Management Substantial budget pressures on both the training and knowledge management groups Several of the nigh senior knowledge managers left Accenture 30% of all the knowledge managers left or were laid off Cost reduction by moving knowledge management functions offshore Capability Development organization had developed a KM staffing model in which decentralized groups would employ a few inshore knowledge managers with high domain expertise and a high fate for contact with their internal client the rest would move offshore Although the learning and KM ac tivities remained largely separate and decentralized within Accentures business units, on that point were some joint initiatives.Developed a personalized learning management body called myLearning As the discipline of KM proliferate, information finding problems happened Accenture employees dedicated to developing new content ofttimes remarked that they found it more and more difficult to get the attention of partners and employees .KNOLEDGE MANAGEMENT TECHNOLOGYThe problems for managing existing KM trunk The KM system was being replaced or augmented with Web-based portals Most major Accenture groups had their own portals notwithstanding one central Accenture Portal that contained links to many decentralized portals, it could be confusing to find the information one needed Duplication of documents throughout the organization was very high The local optimization make by each local company, didnt seem to work well It was very important that there be a clear governance structure for the new Knowledge Exchange to improve the amity of the experience Target for the new KM system Barfield who was in charge of KM strategy, decided to develop a governance structure that incorporated senior representatives from each part of the organization6. The new knowledge exchange Accenture changed the foundation of the Knowledge Exchange, from Lotus Notes to Microsofts Sharepoint Design of the new Knowledge Exchange were to supplement existing and packaged software to extend SharePoint only to support small requirements The solution was designed to be simple, cost efficient and effective without an attempt to recreate all existing Lotus Notes functionality to contain all high-value content Opposed to trying to get everything working from the beginning from an end-user perspective user Internal fill Accenture PortalKnowledge Resources Search (find.accenture.com) Job Aid / Topic page/ Community of Practice collaborationism Submit question to experts/CoPs Direct link via browser favorite Contributions/Accenture developed content Accenture purchased content(Research) Browse to other topic pages/COP myLearning courses method Answer from Accenture experts Accenture Discussions7. The new knowledge exchange(contd) The strategy set key insights that drove the overall design Search quality is the most important aspect of the home Topic pages are very important for providing context to users who do not immediately find what they need or who are seeking a broader range of content about a subject part collaboration capabilities are not as widely used, this is a required capability for those who cant find what they need or are working in an area that requires expertise 8. LEARNING AND fellowship MANAGEMENT Training is an investment, not a cost Vanthourrnout(later Chief Learning Officer)Training function at Accenture was revitalized Accenture employees were again rating training as one of the areas that most drove their satisfaction on the companys annual e mployee satisfaction survey 9. STRATEGY SESSION 20 people critical to the legal transfer of Accentures KM capability came together to meet and discuss the future direction of KM There was a general feeling that the new Knowledge Exchange would provide a soaked technical foundation for a renewed contribution from KM to Accentures corporate goals Knowledge Management Mission Drive value from knowledge to enhance revenue, reduce cost and foster regeneration Knowledge Management Vision To create a world class knowledge- sacramental manduction culture and environment that contributes to Accentures success10. Issues The way in which content was added to the system had to be designed Using SharePoint templates An initial typology for documents had been developed focussed on business processes, so that it was easy for people to find relevant documents Users be represented powerful in the management and future development of the Knowledge Exchange KM would support, as completely as possi ble, the entire business cycle within Accenture from initial sales proposal to final client delivery Document obsolescence How can integrate learning and knowledge management? Too tightly integrating them talent focus knowledge management on reuse and training and reduce its impact on innovation and collaboration11. Knowledge Management Vision(contd) Five critical goals for KM Fostering and sustaining a knowledge sharing culture Improving the time to competency for new hires Enabling and enhancing Accentures sales capability Ensuring and improving the ROI for KM Improving margins and delivered quality on client engagements such as outsourcing and large consulting commitments through hasten to capability, use of best practices, etc. 12. Five forces Making the knowledge available to the employees Accenture can make entree barriers high Can analyze customers based on the customer information in KM system Can acquire the experts techniques to customers Can help delivery(finding the i nformation of suppliers can be a help) There are plenty of information of substitution of products/services