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The focus of PwCs KM activities was initially on explicit knowledge capture and
cultural change oriented towards improving consultants ability and willingness to
contribute and re-use what they learn on assignments, resulting in three separate
areas of KM activity:
the 11 business units within MCS, each of which has it own Knowledge
Manager;
a core MCS KM team, largely staffed from the UK and USA but working
through all three theatres of operation;
a global KM team working for the whole of the organisation, based in the
USA.
In addition, the EMEA theatre has a central knowledge management help desk
called Knowledge Point, based in London. There is a well-developed appreciation
of the importance of taxonomy or classification, and many roles include a focus on
information architecture.
The measure of succes in a management consultancy is in delivering workable
solutions to clients. The turnover of staff in management consultancy (not just at
PwC) is very high, aspecially amongst the non-partner consultants, but the
capability of a consultancy team is crucial. The significance of the KM initiative at
PwC MCS is in its approach to:
ambeddes knowledge-sharing behaviours within the business units through
unit-based knowledge brokers working closely with the consultants;
support from the core team for rules and tools to enable knowledge
sharing;
the building of some elements of KM skills into the corporate competency
framework.