How Mckinsey and Company Applied Knowledge Management Practices in Their Company

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History of knowledge management practices
in the McKinsey & company

This case tell us about how McKinsey and Company applied Knowledge Management practices in their company. McKinsey started to applied the knowledge management to face four things 1. the effect of economic turmoil of the oil crisis, 2. the slowing of the divisionalization process that had fueled the European Expansion, 3. the growing ot sophistication of client management, and 4. the appearance of the new focused competitors like Boston Consulting Group| Fred Gluck| Rajat Gupta| | His commitment “Wanted to bring an an equally stimulating intellectual environment to McKinsey” * Convert his partner held beliefs, that “knowledge development had to be core, not a peripheral firm activity”. * Trying to change internal status hierarchy based on size and importance of one’s client base. * Created Client Impact committeeIn 1987 * Gluck lunched knowledge management building. After five month study, the team made three recomendation 1. Major commitment to build databaes of knowledge 2. Ensure data bases maintained and used 3. Expand its hiring practices and promotion policiesBill matassoni and brook manville doing the task to Implementating the three recomendation 1. Focusing the firm practice information system (FPIS) computerized database of client. 2. Selected the documents that provided the critical mass, then launch PDNetClientele and Pofessional Development Committee (CPDC) heldThe objective-Replacing the leader driven knowledge creation and Dissemination process-witha “stewardship model” of self governing practices focused on competence buildingConclusion “...... professional make a career in McKinsey by emphasizing specialized knowledge development. Than based problem solving skillls and client development orientation”| In 1994 Launched a four-pronged attack 1. Capitalized on the firm’s long term investment supported by PDNet and FPIS 2. Building on...
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