McKinsey & Company

Managing Knowledge and Learning

Sindikat 3
Dian Agustian Nur Fadly Sudirman Ali Murtado F Ferdinand Throedu Meta Miftakhul Khoiryah Novrika Olantia 29112007 29112103 29112086 29111343 29112097 29112136

Company Background
McKinsey founded in 1926 by University of Chicago professor, James (Mac) McKinsey

McKinseys Vision McKinseys Mission

Focused on issues of importance to top-level management, adhering to the highest standards of integrity, professional ethics, and technical excellence, able to attract and develop young men of outstanding qualifications, and commited to continually raising its stature and influence

To help our clients make positive, lasting, and substantial improvements in their performance and to build a great firm that is able to attract, develop, excite, and retain exceptional people

McKinsey Roadmap & Milestone

Fred Gluck 1988-1994 Ron Daniel 1976 1988

T-Shaped Firms functional expertise Knowledge New Management Engagement Guide (1945) Project (Gluck) CPDC

Rajat Gupta 1994

Four pronged attack

James (Mac) McKinsey

Founder General Survey Outline

Marvin Bower 1932 1967

Business to KM Objective to KM Strategy Matrix

Business Strategy
Service Inovation

Business Issue
Lack of industry knowledge

KM Objective
Emphasis on the development consultants (Supplemented a broad generalist perspective with an in-depth industry or functional specialty). Development of the firms functional expertise in areas like strategy, organization and operations

KM Symptom
In the beginning McKinsey neglect the development of technical and professional skills McKinseys growth engine seemed to stall

Root Cause
McKinsey was too preoccupation with the geographic expansion and new practice possibilities .

Critical Knowledge
Business process in industry Industry Analysis

Knowledg e Source
Knowledge worker, Information System, SOP,

KM Strategy
Make a major commitment to build a common database of knowledge accumulated from client work and developed in the practice areas. To ensure that the databases were maintained and used by hiring fulltime practice coordinator

Human capital developme nt

Substantive specialized expertise that clients were demanding

Most of their consultants are generalists

Best practice in marketing, operation, finance, and HR in specific industry

Knowledge worker, Information System, Journal

Improve competitiv e advantage

New competitor, BCG (Boston Consulting Group)

To gain competitive advantage to win the competition

Many client move to the competitor (BCG)

BCG has one step ahead strategy (TLS) than McKinsey (CR)

Competitor analysist

Knowledge worker, Information System

Benchmark to competitor and save the knowledge

THANK YOU
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