Knowledge Management @ Accenture

Presented by:

Anoop T Sharma (07)

Dhara B Joshi (09)

Meenu Kumar (26)

Suruchi Phansalkar (55)

Introduction

Corporate Culture Of Knowledge Sharing at Accenture.

• The Theory of organization has long been dominated by a paradigm that conceptualizes the organization as a system that “processes” information and “solves” problem.

• Accenture gives importance to human aspect as providing services is their main motto.

Team Work

• Team Work- An important aspect around which Accenture’s corporate culture revolves.

• Groups is an integral part of the three different consulting services offered at Accenture.

• Team work is a key indicator in the quality of services rendered to various customers.

Knowledge Management at Accenture

• Accenture defines Knowledge Management as, “a collaborative and systematic process for acquiring, creating, and synthesizing information, insights, and experiences to achieve organizational goals.”

• Why is it so important?– Sustain competitive advantage.– Strategic advantage.

Contd….

• Accenture has adopted new ways of sharing knowledge.

• They use a network-based Knowledge Management System known as Knowledge Xchange (KX).

• Motive of Knowledge Xchange:– Help foster sharing of knowledge– Maximize performance and deliver innovation.

Contd…

• Knowledge Retention Initiatives will always depend on the type of knowledge being transferred.

• Knowledge at Accenture is divided into two broad categories:– Explicit Knowledge

– Tacit Knowledge

Contd….

• Explicit Knowledge: Is a knowledge that has been or can be articulated, codified, and stored in certain media. It can be readily transmitted to others.

• Tacit Knowledge: knowledge that has not yet been codified, but remains embodied in researchers and in companies' owner-managers and key employees.

Contd…

• Accenture takes Knowledge Management as a profession rather than just another task at hand.

• Knowledge Management Professionals are responsible to help set-up and establish a network connection.

• Knowledge Management professionals are divided into 3 categories:– Basic Researcher– Content Manager– Client Team Outfiters.

Knowledge Management Strategic Positioning

• Nielsen and Michailova have categorized multinational corporations in terms of Knowledge Integration as:– Traditional MNC– MNC’s as Knowledge Networks

E-Companies.

• They have categorized corporations through variables such as:

• Key assets• Characteristics• IT facilities• Organization structures.

Knowledge Management Framework

Knowledge Management Framework @ Accenture

• Accenture has developed a knowledge management framework designed specifically for their business. Accenture has evaluated strategies for knowledge management along two continuums including the level of interdependence and the complexity of work. The level of independence continuum involves the degree in which individuals need to collaborate and interact. The complexity of work continuum involves the degree in which employees need to apply their judgment and interpret a variety of information.

• The company has develop a framework of four models of work— Integration, Collaboration, Expert and Transaction.

Transaction Model

• The Knowledge management framework allows Accenture consultants to map any companies’ core process into one of the four categories.

• In the transaction model—illustrated by a low degree of both interdependence and complexity—tasks are defined as being routine, highly reliant on formal rules.

• Knowledge management initiatives involving this

model include automization (the act of embedding knowledge into systems) and routinization (the act of building knowledge into policies and procedures).

Integration Model

• The integration model is defined by its high degree of interdependence and low degree of complexity. In this model, work is classified as being systematic and repeatable with heavy reliance on established methodologies.

• This involves creating standardized measures based on best practices. Knowledge management initiatives associated with this model include the creation of integrated processes and teams and the location and use of best practice benchmarking.

Expert Model

• The expert model is noted by a heavy reliance on star performers or experts. In this model, there is a low level of interdependence and a high level of work complexity. Accenture’s goals associated with this model are the attraction of experts (either through application or attracting competitors’ experts) and the diffusion of experts’ knowledge throughout the organization.

Collaboration Model

• The last model described in Accenture’s knowledge management framework is the collaboration model in which there is a high degree of both interdependence and work complexity. The work associated with this model is noted by improvisation and learning through doing with high reliance on cross-functional and flexible teams.

Accenture's Knowledge Creation Spiral

• Knowledge that’s created at Accenture is a result of project engagements, so at the end of every project, consultants are expected to submit any information that should be shared into the Knowledge eXchange for others to benefit from.

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CONCLUSION