麦肯锡公司报告McKinsey and Company

Personalization should be utilized when:
Product innovation is required Create value for customers by tacking unique problems with no clear soluBaidu Nhomakorabeaion Same knowledge can't be applied to across different sets of problems People rely on tacit (not easily codified) knowledge (e.g. industry insights, scientific expertise)
Employees implement top management strategy with loyalty and obedience Traditional employment contract
New employment contract
Knowledge Nuggets
Leaders in knowledge firms must be agents of change, models of appropriate behavior and coaches. Implementing Intellectual capital initiatives take time & energy Symbolic signals and signs help signal stakeholders that change is required For change to endure, the organization's culture and the reward structure must change
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Inexperienced associates Info transfer only – not a creative solution No external expertise
Bray/Telecom Europe
+ Bray's mobility
Transfer expertise
+ Documented learning + Building networks
Style Professionalism
Integrity Collaboration
Structure Self governance in local
office Overlay of Industry Sectors, Competence Centers and CSTs
Systems Performance evaluation
Sulu as coordinator
+Team leadership of practice Insularity of telecom practice
Intranet Internal expertise
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Superiority of industry sectors over competitive center
Dull/B-to-B
+ Dull's alternative career track + Generating PD documents
Wide usuage
+ Building networks
Conference CD to teams
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Difficulties of specialists careers.
Intellectual Capital
Building Blocks of Intellectual Capital
Intellectual Capital
Intellectual Capital
Customer Capital
Organizational Capital
Innovation Capital
Superordinate Goal Client Services
Knowledge Development
Staff Bright MBAs
Partner: Associate =7 Experts/Specialists
Client Relationships Thought Leadership
Process Capital
Intellectual Property
Intangible Assets
Knowledge Nuggets
The proper culture, structures, incentives and management help firms build utilize knowledge assets Intellectual Capital utilization requires a strong infrastructure to capture, store and disseminate information. Knowledge firms require a new type of employment contract
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on client development Firm-wide resource sharing Firm-wide info infrastructure Client impact metric
Skills Training for generalists
problem solving Generalists + Specialists spike (T Shape)
Organizational Capability
Recruit and develop superior people
Training in general problem solving
Serve top management of prestigious clients Unique customized solutions
Knowledge Nuggets
There are two strategies to manage intellectual capital:
Personalization –Experts share knowledge through face to face contact Codification – Knowledge is stored in databases where employees can access and reuse it.
"Discover-Codify-Disseminate" Model
A few experts at the core developing knowledge –recognized "gurus" Practice areas fragmented, run as fiefdoms. Focus on developing a network of sectors, centers, and offices to spread ideas Industry and functional practices isolated from competing offices and engagement teams.
McKinsey and Company
Managing Intellectual Capital
McKinsey
In Client Relationship Mode
Business Concept
Focus on important management issues
First mover in strategy and org consulting
Codification should be utilized when:
Mature offerings Dealing with similar problems over and over again Standardized products and services People rely on explicit (easily codified) knowledge ( software code or market data)
Bower's Foundation
Peters Sydney Office
+ Access to talent, expertise
5 consulting directors 60 associates 170 PD documents
+ One firm culture
Norm of Helping
Not standardized tools, formulas
Professionalism, selfgovernance Strong embedded "One Firm" policies and culture
Relates to clients, consultants, profits
Employment Contract
Empowered employees are responsible for company's competitiveness and their own development Top managers ensures company's competitiveness and employees' security Top managers support personal development and initiatives and ensure employability
Development of Thought Leadership
Performance Measurement Client Impact Gluck's Initiative Team Based Organization Team-led sectors and Segments Client Service Teams Reinforcing Information Infrastructure FPIS, PDNet KRD, Bulletins Practice Coordinators
"7S Model" McKensey's Thought Leadership
Strategy Tailor solutions to top
management of leading firms Develop and leverage specialized knowledge and expertise
Individual Consultant Development T-shaped consultants
Overlaid Organizational Matrix Industry Sectors Competence Centers
Daniel's Contribution
"One-Firm" Culture
"Engage-Explore-Apply-Share" Model
Everyone responsible for knowledge development. Teams of practice leaders in a "stewardship" role Priority given to developing integrated client-service teams (CSTs) Practices support and leverage integrated CSTs, (building on McKinsey's distinctive competence in client services)