Chief information officer Essay Example for Free

master(prenominal) information officer EssayKnowledge focus at Accenture Richard Ivey School of Business 200907702. Accenture A surface known global firm that became a public fraternity with a successful initial public offering on the New York Stock win over in July 2001. Great revenue increment in 2001, 2004(two digit increment) Embarked upon a virgin strategy High Performance Delivered Substantially increase companys focus on outsourcing Oriented to improving shareholder value for its clients Emphasizing the creation and application of intellectual and technological assets to apply in work with clients organisational structure also evolved 5 operating groups18 industry groups which made up the five operating groups, eight capability groups 3. Knowledge counseling In 90s Adopted a association-oriented strategy build a knowledge counselling organization under the chief information officer By the mid-1990s, the firm built thousands of knowledge repositories on the Lotus Notes platform Knowledge Exchange From 2000 to 2002 Responsibility for KM was shifted from CIO to the training and learning organization at Accenture Learning knowledge management were combined into a single new group called capability development in 2001 In 2002, the toughening fiscal conditions, training budgets had been cut substantially for Accenture employees4. Knowledge Management Substantial budget pressures on both the training and knowledge management groups Several of the most senior knowledge managers left Accenture 30% of all the knowledge managers left or were laid off Cost reduction by moving knowledge management functions offshore Capability Development organization had genuine a KM staffing model in which decentralise groups would employ a few onshore knowledge managers with gamey domain expertise and a high need for contact with their internal client the rest would move offshore Although the learning and KM activities remained largely separate and decentralize d within Accentures task units, there were some joint initiatives.Developed a personalized learning management trunk called myLearning As the topic of KM proliferate, information observeing problems happened Accenture employees apply to developing new content often remarked that they found it more and more difficult to get the attention of partners and employees .KNOLEDGE MANAGEMENT TECHNOLOGYThe problems for managing existing KM system The KM system was being replaced or augmented with Web-based portals Most major Accenture groups had their own portals Despite one central Accenture Portal that contained links to many decentralized portals, it could be confusing to scram the information one needed Duplication of documents throughout the organization was very high The local optimization done by each local company, didnt seem to work well It was very important that there be a clear governance structure for the new Knowledge Exchange to improve the consistency of the experience T arget for the new KM system Barfield who was in charge of KM strategy, decided to develop a governance structure that incorporated senior representatives from each part of the organization6. The new knowledge exchange Accenture changed the foundation of the Knowledge Exchange, from Lotus Notes to Microsofts Sharepoint institution of the new Knowledge Exchange were to leverage existing and packaged software to extend SharePoint only to support critical requirements The solution was designed to be simple, represent efficient and effective without an attempt to recreate all existing Lotus Notes functionality to contain all high-value content Opposed to trying to get everything working from the outgrowth from an end- enforcer perspective user Internal Content Accenture PortalKnowledge Resources Search (find.accenture.com) Job Aid / report page/ Community of Practice Collaboration move on question to experts/CoPs Direct link via browser favorite Contributions/Accenture developed co ntent Accenture purchased content(Research) Browse to other topic pages/COP myLearning courses method reception from Accenture experts Accenture Discussions7. The new knowledge exchange(contd) The strategy identified key insights that drove the overall design Search quality is the most important aspect of the infrastructure Topic pages are very important for providing context to users who do not immediately find what they need or who are seeking a broader range of content about a subject While quislingism capabilities are not as widely used, this is a required capability for those who cant find what they need or are working in an area that requires expertise 8. LEARNING AND KNOWLEDGE MANAGEMENT Training is an investment, not a cost Vanthourrnout(later Chief Learning Officer)Training function at Accenture was revitalized Accenture employees were again rating training as one of the areas that most drove their satisfaction on the companys annual employee satisfaction survey 9. STRATE GY SESSION 20 people critical to the delivery of Accentures KM capability came together to figure and discuss the future direction of KM There was a general feeling that the new Knowledge Exchange would provide a strong technical foundation for a renewed contribution from KM to Accentures corporate goals Knowledge Management Mission Drive value from knowledge to enhance revenue, concentrate cost and foster innovation Knowledge Management Vision To create a world class knowledge-sharing culture and environment that contributes to Accentures success10. Issues The substance in which content was added to the system had to be designed Using SharePoint templates An initial typology for documents had been developed Focused on business processes, so that it was easy for people to find relevant documents Users be represented properly in the management and future development of the Knowledge Exchange KM would support, as completely as possible, the perfect business cycle within Accenture from initial sales proposal to final client delivery Document obsolescence How can integrate learning and knowledge management? Too tightly integrating them might focus knowledge management on reuse and training and reduce its impact on innovation and collaboration11. Knowledge Management Vision(contd) Five critical goals for KM Fostering and sustaining a knowledge sharing culture Improving the time to competency for new hires alter and enhancing Accentures sales capability Ensuring and improving the ROI for KM Improving margins and delivered quality on client engagements such as outsourcing and large consulting commitments through speed to capability, use of best practices, etc. 12. Five forces Making the knowledge available to the employees Accenture can make entrance barriers high Can analyze clients based on the customer information in KM system Can acquire the experts techniques to customers Can help delivery(finding the information of suppliers can be a help) There are down of information of substitution of products/services