Mckinsey Case Study

1570 Words Feb 6th, 2011 7 Pages
Case Study Review on McKinsey & Company: Managing Knowledge and Learning. Harvard Business School. Article 9-396-357. Rev. January 4, 2000

Knowledge is fundamentally a cognitive phenomenon (Geisler, 2007.p. 467) which is embedded in the intellectual capital: the human and structural capital (Bercerra-Fernandez, Gonzales and Rajiv Sabherwal, 2002, p.3) of organizations. The acquisition or to be more precise to capture, preserve and to share knowledge has thus become the growing knowledge management trends of this century. Moreover, rapid advancement of technology has made knowledge easily accessible and transferable in an alarming fast
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The mechanism involves identifying one or two highly motivated and recognised experts in the field as practice leaders. These practice leaders are then to lead core groups of partners who were active in the practice area and interested in contributing to its development. * Building Knowledge Infrastructure – A few mechanism were undertaken by Mc Kinsey is as follows: * Encourage consultants to write and publish articles of their findings in specific areas in newspapers, magazines. The mechanism used by Mc Kinsey & Company is “Practice Bulletins” which is a internal advertisement of ideas where consultants publish their two page summaries of important ideas. Besides sharing ideas, the underlying notion was to build personal networks and internal reputations. * From the aspect of technology, build a common database of knowledge accumulated from client work and developed in the practice areas. * Ensure the databases are used and maintained * Expand the firm’s hiring practices and promotion policies to create a career path for deep functional specialist whose narrow expertise rendered them more I-shaped rather than the normal T-shaped consultant. The role of the I-shaped consultants is as specialist. This