Answer To: 1 Unit BISY3005/ISY3005/ISY305 Knowledge Management Assessment Type Report Assessment Number 3...
Shubham answered on Jun 03 2021
BISY3005/ISY3005/ISY305
KNOWLEDGE MANAGEMENT OF ACCENTURE
Table of Contents
Introduction 3
1. Problems and Opportunities of Accenture 3
2. Nature of Knowledge Management Initiative Implemented by Accenture and Process Selection 4
Knowledge Management Initiative 4
Process of Selection 5
3. Analysis of Difficulties Faced in Implementation of Strategy 6
4. Assessment of the Success of the Initiative and Metrics Used 8
Success of the Initiative 8
Success Metrics 9
Conclusion 11
References 12
Introduction
Accenture is an Irish multinational company, which is headquartered in Dublin serving and supporting clients across 120 nations. The main practice areas are strategy, management, digital, operations and technology consulting. It is one of the leading consulting firms at global level. They believe in quality deliverables by establishing strong client relationships and with deep industry experiences. Across their practices, they design, build, communicate and implement the experiences, which are of value and integration to their goals. While realising tangibles outcomes for clients they undergo provocative thinking and transformative insights, which require knowledge management (KM). Accenture has its own experience in dealing with the same.
1. Problems and Opportunities of Accenture
The problems, which come in the way while dealing with knowledge management is shifting from traditional systems to new systems. It is easy to follow them but they are overloaded with information, which is redundant, duplicate and hard to navigate. It has some barriers of usage such as finding required information, communicating it and then analysing for further decision-making (Barley, Treem & Kuhn, 2018).
The process of digging information is daunting, which makes employee lose engagement in tasks. Accenture faced knowledge management issues way back in 1990s. It had a long history of focusing on Knowledge Management (KM). They adopted a strategy with knowledge orientation as a base under the supervision of CIO (Chief Information officer). Later, in 2000 this responsibility was shifted to Training and Learning department in Accenture (Barley, Treem & Kuhn, 2018).
In 2001, Training and Learning Department was merged with knowledge department to form a new entity Capability Development group. In 2002, when there was economic downturn the budget, pressure increased significantly, due to which cost-cutting measures were taken. It resulted in nearly 30% headcount reductions, many senior and responsible managers left their positions and some were laid off (Abualoush et al. 2018).
These groups created thousands of repositories related to knowledge for processing using Lotus Notes, a product of IBM. This came out to be inefficient in every manner. It gave rise to duplication of information of Accenture’s portal and created difficulty and confusion for clients. At that time, no one could be held responsible for such huge mismanagement. It was decided that KM functions would be offshored to countries such as India and Philippines to reduce costs.
Due to this, the demand for knowledge management rose. T. Barfield who was then the head of the department was looking for recommendations so that problem can be sorted quickly. This give birth to Knowledge Xchange program, which was built in 1993 for sharing information and documents on electronic platform (Abualoush et al. 2018).
It led to collaboration between work, culture, clients and shareholders. It helped in enhancing internal and customer experience with the system. It is indicated that they spent somewhere around 500 million dollars in the system, through which employees round the globe can access on past or current client proposals, presentations, knowledgeable colleagues, best practices and more. It has helped it to reduce costs of the business processes, improved quality of client interaction and reduced time required to service the client requirements.
The opportunities in store for Accenture are that the knowledge service market is expected to rise by 41% until 2025, which means that it will attract more than $15 billion of investments. The global Knowledge Management Software Market will witness hike by 18% or it will become $10 billion market (Abualoush et al. 2018). It means expansion and collaboration will be new attraction and to provide advanced services it will give chance to exploit and leverage on expertise and experience of the industry. Accenture can also innovate in explicit and tacit forms of knowledge as a new dimension to its knowledge management initiative, which will be equally competitive and attractive.
2. Nature of Knowledge Management Initiative Implemented by Accenture and Process Selection
In the competitive environment, the technologies are becoming obsolete on faster pace. The adaptation to the changing business environment is very important. Therefore, forcing organisations to look at their resources and creating their dynamic capabilities is need of the hour. These capabilities deal with knowledge management, which in turn facilitates an organisation to manage internal and external factors. The knowledge includes different perspectives, which the organisation holds to manage and improve its core competencies.
Knowledge Management Initiative
The drivers for the new knowledge management initiative, which led to development of knowledge exchange in Accenture, were—
It was developed from end user’s perspective. The clients will be served with the outcomes so it is important to keep their view at forefront. The navigation, which is important while looking for information, should lead to right content and resources. The information pool should be well organised to provide quality results and appropriate information, which satisfy the search (Chapman & Macht, 2018). The topic pages should be able to guide the user to reach broader platform of the desired information in case they are not immediately able to locate the right...