Mckinsey's Knowledge Management

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Competitive Advantage over other firms – Unique Resources and Capabilities Bower’s Vision – Development of Unique Organizational Culture First Mover Advantage
Between Marvin Bower, Ron Daniel, and Fred Gluck, who was the most effective strategic leader? Why do you think so? Upon evaluating each individual’s strategic leadership ability based upon the six elements of effective strategic leadership, we concluded that Fred Gluck was indeed the most effective of the three individuals. The six attributes which a strategic leader can be compared against are listed below. We found that Fred Gluck’s contributions were more pronounced in elements 1 through 4, and where there was not enough material in the case to support any arguments for or against Gluck’s superiority in elements 5 and 6 (Establishing Ethincal Practices, and Establishing Balanced Organizational Controls) we can assume that the contributions of all leaders were similar, or differences were not significant. Determining Strategic Direction

Exploiting and Maintaining Core Competencies
Developing Human Capital
Sustaining an Effective Organizational Culture
Emphasizing Ethical Practices
Establishing Balanced Organizational Controls
Determining Strategic Direction
Exploiting and Maintaining Core Competencies
At one time, Daniel realized that most of McKinsey’s knowledge was spread all over the company, and was not codified. Apart from a few publications (Peter’s and Waterman’s In Search of Excellence and Kenichi Ohame’s The Mind of the Strategist), there was no way of tracking what breakthroughs might have been achieved in certain projects, or what might have been some of the creative solutions that had been applied to other client projects. Here too, the most concrete efforts to consolidate company knowledge were undoubtedly those of Fred Gluck: Gluck introduced the idea of “Practice bulletins” which were short two page summaries published and distributed company wide, which highlighting some of the new emerging ideas regarding how to tackle new projects. It was under Gluck’s instruction that the Knowledge Management Project was initiated in 1987, even a year before he became Managing Director. The recommendations of the Knowledge Management Project led to the creation of the Firm Pratice Information System (FPIS), and the Practice Development Network (PDNet). These Databases eventually became the backbone of “knowledge Management” per se – a place to electronically store written reports and documents so that they would be accessible to the entire company, therefore enabling the easier spread of ideas, knowhow, and previous knowledge implementations among consultants. The Knowledge Resource Directory (KRD) – popularly known as the “Mckinsey Yellow Pages” – was a small portable pocket sized consultants’ manual was also a breakthrough introduction that took place under Gluck’s supervision. Development of Human Capital – See “Consultant Development” above. Sustaining an Effective Organizational Culture An effective organizational culture for McKinsey would have been (or would still be) one which creates a strong synergy in employee interaction within the company, especially when its core competencies are “Human Capital” and “Knowledge”. Gluck promoted this synergy, by putting in place a structure that allow those synergies to grow. The FPIS and PDNet were important elements of that, as were the “Super Group” discussions which generated great new ideas for the company to build upon. In essence, Gluck as the leader kept encouraging and coaxing consultants to expand the company’s capabilities “mentally” also - within the minds of its employees. 3) Through application of the Balanced Scorecard and the evidence in the three mini-cases of front-line activities in the mid-1990’s, how effective was...
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