Knowledge Management @

Accenture

Presented by:
Anoop T Sharma (07)
Dhara B Joshi (09)
Meenu Kumar (26)
Suruchi Phansalkar (55)
Introduction
 Corporate Culture Of Knowledge
Sharing at Accenture.
• The Theory of organization has long been
dominated by a paradigm that conceptualizes
the organization as a system that “processes”
information and “solves” problem.

• Accenture gives importance to human aspect

as providing services is their main motto.
 Team Work
• Team Work- An important aspect around
which Accenture’s corporate culture revolves.

• Groups is an integral part of the three different

consulting services offered at Accenture.

• Team work is a key indicator in the quality of

services rendered to various customers.
 Knowledge Management at
Accenture
• Accenture defines Knowledge Management
as, “a collaborative and systematic process for
acquiring, creating, and synthesizing
information, insights, and experiences to
achieve organizational goals.”

• Why is it so important?
– Sustain competitive advantage.
– Strategic advantage.
 Contd….
• Accenture has adopted new ways of sharing
knowledge.

• They use a network-based Knowledge

Management System known as Knowledge
Xchange (KX).

• Motive of Knowledge Xchange:

– Help foster sharing of knowledge
– Maximize performance and deliver innovation.
 Contd…
• Knowledge Retention Initiatives will always
depend on the type of knowledge being
transferred.

• Knowledge at Accenture is divided into two

broad categories:
– Explicit Knowledge
– Tacit Knowledge
 Contd….
• Explicit Knowledge: Is a knowledge that has
been or can be articulated, codified, and stored in
certain media. It can be readily transmitted to
others.

• Tacit Knowledge: knowledge that has not yet

been codified, but remains embodied in
researchers and in companies' owner-managers
and key employees.
 Contd…
• Accenture takes Knowledge Management as a
profession rather than just another task at hand.

• Knowledge Management Professionals are responsible

to help set-up and establish a network connection.

• Knowledge Management professionals are divided into

3 categories:
– Basic Researcher
– Content Manager
– Client Team Outfiters.
 Knowledge Management Strategic
Positioning
• Nielsen and Michailova have categorized multinational
corporations in terms of Knowledge Integration as:
– Traditional MNC
– MNC’s as Knowledge Networks
E-Companies.

• They have categorized corporations through variables such

as:
• Key assets
• Characteristics
• IT facilities
• Organization structures.
Knowledge Management
Framework
 Knowledge Management
Framework @ Accenture
• Accenture has developed a knowledge management
framework designed specifically for their business.
Accenture has evaluated strategies for knowledge
management along two continuums including the level of
interdependence and the complexity of work. The level of
independence continuum involves the degree in which
individuals need to collaborate and interact. The complexity
of work continuum involves the degree in which employees
need to apply their judgment and interpret a variety of
information.

• The company has develop a framework of four models of

work— Integration, Collaboration, Expert and Transaction.
 Transaction Model
• The Knowledge management framework allows
Accenture consultants to map any companies’ core
process into one of the four categories.

• In the transaction model—illustrated by a low degree of

both interdependence and complexity—tasks are
defined as being routine, highly reliant on formal rules.

• Knowledge management initiatives involving this

model include automization (the act of embedding
knowledge into systems) and routinization (the act of
building knowledge into policies and procedures).
 Integration Model
• The integration model is defined by its high
degree of interdependence and low degree of
complexity. In this model, work is classified as
being systematic and repeatable with heavy
reliance on established methodologies.

• This involves creating standardized measures

based on best practices. Knowledge management
initiatives associated with this model include the
creation of integrated processes and teams and the
location and use of best practice benchmarking.
 Expert Model
• The expert model is noted by a heavy reliance
on star performers or experts. In this model,
there is a low level of interdependence and a
high level of work complexity. Accenture’s
goals associated with this model are the
attraction of experts (either through
application or attracting competitors’ experts)
and the diffusion of experts’ knowledge
throughout the organization.
 Collaboration Model
• The last model described in Accenture’s
knowledge management framework is the
collaboration model in which there is a high
degree of both interdependence and work
complexity. The work associated with this
model is noted by improvisation and learning
through doing with high reliance on cross-
functional and flexible teams.
Accenture's Knowledge
Creation Spiral
• Knowledge that’s created at Accenture is a
result of project engagements, so at the end of
every project, consultants are expected to
submit any information that should be shared
into the Knowledge eXchange for others to
benefit from.

BUT ???
CONCLUSION