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《咨询公司知识管理.ppt 28》
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‘Knowledge Management’ and the Consulting Industry
The Consultant
Once upon a time there was a shepherd tending his sheep at the edge of a country road. A brand new Mustang screeches to a halt next to him. The driver, a young man dressed in an Armani suit, Cerrutti shoes, Oakley glasses, TAG wrist watch and a Bhs tie gets out and asks the shepherd, ‘If I guess how many sheep you have, will you give me one of them?’ The shepherd looks at the young man, then looks at the sprawling field of sheep and says, ‘Okay.’ The young man parks the car, connects his notebook and wireless modem, enters a NASA site, scans the ground using his GPS, opens a database and 60 Excel tables filled with algorithms, then prints a 150 page report on his high tech mini printer. He then turns to the shepherd and says, ‘You have exactly 1,586 sheep here.’ The shepherd answers: ‘That’s correct, you can have your sheep.’ The young man takes one of the animals and puts it in the back of his vehicle. The shepherd looks at him and asks: ‘Now, if I guess your profession, will you pay me back in kind?’ The young man answers: ‘Sure.’ The shepherd says, ‘You are a consultant.’ ‘Exactly! How did you know?’ asks the young man. ‘Very simple,’ answers the shepherd. ‘First, you came here without being called. Second, you charged me a fee to tell me something I already knew. Third, you do not understand anything about my business ... and I’d really like to have my dog back.’
What is ‘consulting’?
The Collins English Dictionary reveals that to consult is to make oneself available to give professional advice, especially at scheduled times and for a fee. The term ‘consult’ originates in the medical profession. There a consultant is a physician who is asked to confirm a diagnosis; or it is a physician (or surgeon) who holds the highest appointment in a particular branch of medicine or surgery in a hospital. The consultant is therefore someone – mostly a specialist – who is asked to give expert advice or information.
The management consultant
The management consultant is a special breed of consultant.
Personification of the knowledge economy;
Anti-thesis to Ford’s assembly-line worker.
Symbolises the ‘future’ of work: not dirty, not heavy-duty, not manual, not monotonous, not de-skilled, not de-humanized, not badly paid; but flexible, creative, international, demanding, cross-cultural, well-paid, technologically advanced, fun.
The idol of today’s working world; it is one of the main ‘drivers’ of the business of business education
Accenture, PricewaterhouseCoopers (PwC), Cap Gemini Ernst & Young, McKinsey & Co., Bain & Co., The Boston Consulting Group and Mercer (to name but a few) are the archetypal companies of today’s global ‘informational’ capital, which attract the ‘highest calibre’ graduates.
InterCon
German subsidiary of a global management and technology consulting company
The IKM project
Virtual project team
IT >IT
Organisational Structure of InterCon
Internal knowledge management involves a number of actors at all stages of the project life cycle
Capturing knowledge from projects involves the following principles...
Filtering relevant documents ensures higher quality content in the Knowledge Base
This is the detailed workplan for Knowledge Capturing
Knowledge Domains of GMTs, Disciplines/CAs and CoEs will have the following basic structure
Content for Industry Homepages
H2 get from an unstructured heap of project files to a fully operational Intranet structure in 5 days
Task 0 - Setup
Task 1 - Data Mining
Task 2 - Structuring
Task 3 - Prototyping
Task 4 - Encoding
Task 5 - Refining
Task 6 - Production
Knowledge and IT
Swan et al. (1999) have found in a review of the knowledge management literature that in 1998 nearly 70 per cent of knowledge management related articles appeared in information systems and information technology literatures.
“Knowledge management is much more than technology, but ‘techknowledgy’ is clearly a part of knowledge management” (Davenport and Prusak, 1998: 123).
“The mere existence of knowledge somewhere in the organization is of little benefit; it becomes a valuable corporate asset only if it is accessible, and its value increases with the level of accessibility” (ibid.: 18)
Expert systems, artificial intelligence, desktop videoconferencing, hypertext systems such as intranets and knowledge maps.
The purpose of harnessing knowledge is, of course, clear: to turn knowledge into a valuable corporate asset, which will help to increase the competitive advantage of companies.
Knowledge and Intellectual Capital
“The formation of the discourse on intellectual capital is predicated upon the assumption that the traditional double-entry bookkeeping system is not able to reflect emerging realities. It is an inadequate tool for measuring the value of corporations whose value, it is claimed, lies mainly in their intangible components.” (Yakhlef and Salzer-Mörling, 2000: 20)
Today, it is argued that company assets not only include material artefacts, properties and financial assets, but also employees’ and organisational knowledges, which explicitly reside in people’s heads and are tacitly embodied.
Some knowledge management writers have therefore called for the development of new systems, that would enable a more adequate valuation of companies’ assets, and provide tools for exploiting existing tacit and explicit knowledge bases more effectively (see, for example, Brooking, 1996; Edvinsson and Malone, 1998; Lynn, 1998; Nahaphiet and Ghoshal, 1998; Roos et al., 1998; Stewart, 1998; Zeleny, 1989).
Tacit Knowledge
Know something ‘in theory’ and ‘practical common sense’ (Spender, 1996).
In many world languages this distinction can be made more explicit, e.g. wissen and kennen, savoir and connaître.
‘know-what’ and ‘know-how’.
‘knowing about something’ and ‘knowing through direct experience’ (King, 1964) or ‘knowledge about’ and ‘knowledge of acquaintance’ (James, 1950).
While experience is directly related to ‘know-how’, ‘know-what’ is the result of “systematic thought that eliminates the subjective and contextual contingencies of experience” (Spender, 1996: 49).
Blackler (1995): embrained, embodied, encultured, embedded and encoded.
Spender (1996): conscious (explicit individual knowledge), objectified (explicit organisational knowledge), automatic (preconscious individual knowledge) and collective (practical, context-dependent organisational knowledge).
“[T]he quintessential knowledge-creation process takes place when tacit knowledge is converted into explicit knowledge. In other words, our hunches, perceptions, mental models, beliefs, and experiences are converted to something that can be communicated and transmitted in formal and systematic language.” (Nonaka and Takeuchi: 1995: 230-231, italics added)
The Knowledge Commodity
“The commodity reflects the social characteristics of men’s own labour as objective characteristics of the products of labour themselves…It is nothing but the definite social relation between men themselves which assumes here, for them, the fantastic form of a relation between things.” (Marx, 1976: 164-165)
Commodity Fetishism
“The mysterious character of the commodity-form consists therefore simply in the fact that the commodity reflects the social characteristics of men’s own labour as objective characteristics of the products of labour themselves, as the socio-natural properties of these things. Hence it also reflects the social relation of the producers to the sum total of labour as a social relation between objects, a relation which exists apart from and outside the producers. Through this substitution, the products of labour become commodities, sensuous things which are at the same time supra-sensible or social. In the same way, the impression made by a thing on the optic nerve is perceived not as a subjective excitation of that nerve but as the objective form of a thing outside the eye. In the act of seeing, of course, light is really transmitted from one thing, the external object, to another thing, the eye. It is a physical relation between physical things. As against this, the commodity-form, and the value-relation of the products of labour within which it appears, have absolutely no connection with the physical nature of the commodity and the material [dinglich] relations arising out of this. It is nothing but the definite social relation between men themselves which assumes here, for them, the fantastic form of a relation between things. In order, therefore, to find an analogy we must take flight into the misty realm of religion. There the products of the human brain appear as autonomous figures endowed with a life of their own, which enter into relations both with each other and with the human race. So it is in the world of commodities with the products of men’s hands. I call this the fetishism which attaches itself to the products of labour as soon as they are produced as commodities, and is therefore inseparable from the production of commodities.” (Marx, 1976: 165)
Knowledge Management and Management Knowledge
Jackson and Carter write: “Management knowledge…constitutes a relatively homogeneous canon that claims to be able to improve organizational efficiency (and, thereby, profit, though the link is rarely demonstrable), in particular through the adoption of specific techniques for the use of labour. The general objective of these techniques is to enable units of labour to be more productive – that is, to work harder” (1998: 151)
For Jackson and Carter, management knowledge is thus “an ideologically based canon, biased in favour of an essentially capitalist interest. It functions as part of the techno-mediatic hegemony that sustains this dominant discourse” (1998: 152).
References
Swan et al. (1999) ‘Knowledge management and innovation: networks and networking’, Journal of Knowledge Management, 3(4): 262-275.
Davenport, Thomas H. and Laurence Prusak (1998) Working Knowledge: How Organizations Manage What They Know. Boston: Harvard Business School Press.
Yakhlef, Ali and Miriam Salzer-Morling (2000) ‘Intellectual Capital: Managing by Numbers’, in Craig Prichard, Richard Hull, Mike Chumer and Hugh Willmott (eds.) Managing Knowledge: Critical Investigations of Work and Learning. London: Macmillan, 20-36.
Edvinsson, Leif and Michael S. Malone (1998) Intellectual Capital. London: Piatkus.
Zeleny, Milan (1989) ‘Knowledge as a New Form of Capital’, Human Systems Management, 8.
Lynn, Gary S. (1998) ‘New Product Team Learning: Developing and Profiting From Your Knowledge Capital’, California Management Review, 40(4): 74-93.
Nahapiet, Janine and Sumantra Ghoshal (1998) ‘Social Capital, Intellectual Capital and the Organizational Advantage’, Academy of Management Review, 23(2): 242-266.
Stewart, Thomas A. (1998) Intellectual Capital. London: Nicholas Brealey Publishing.
Roos, Johan; Goran Roos; Leif Edvinsson and Nicola C. Dragonetti (1997) Intellectual Capital. London: Macmillan.
Brooking, Annie (1996) Intellectual Capital. London: International Thomson Business Press.
Spender, J.-C. (1996) ‘Making Knowledge the Basis of a Dynamic Theory of the Firm’, Strategic Management Journal, 17: 45-62.
Blackler, Frank (1995) Knowledge, Knowledge Work and Organizations, an Overview and Interpretation. Organization Studies. 16(6): 1021-1046.
King, David (1964) Training within the Organization. London: Tavistock.
Nonaka, Ikujiro and Hirotaka Takeuchi (1995) The Knowledge-Creating Company. Oxford: Oxford University Press.
Marx, Karl (1976) Capital: A Critique of Political Economy, Vol. 1, trans. Ben Fowkes. London: Penguin.
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