文档介绍：McKinsey:Achieving Sales Growth through Knowledge Management
PharmaCo Case Study:
Achieving Sales Growth through Knowledge Management
McKinsey
February 2002
Background
This level of bined with plexity is a challenge unlikely to be achieved by conventional means3>.
Sales Growth
Staff
Growth
Customers
Patients
Co-Marketing
Influences
Values &
Performance
Site Move
Conventional
Organisation
New
Disciplines
Knowledge Management
The Need
Expected Sales Growth of PharmaCo
Changing Business Environment
Objective: Triple Sales from 1997 to 2001
A number of Business issues were to be adressed...
Knowledge in anisation tends to be isolated in Silo’s and therefore poorly exploited
There are many examples of ‘re-inventing the wheel’
PharmaCo is presently meeting market demand through increased sales personnel at the expense of improving their effectiveness
Mechanisms to formalise knowledge are monly in place
Most initiatives appear to stop at the concept phase and do not get implemented into anisation
Knowledge sharing is not yet embedded as part of pany's culture
Unclear understanding of how to effectively implement Knowledge Management
To address these issues and build a Knowledge anisation, we followed a clear process
Steps to build a anisation
Practical Examples
Develop a Knowledge Management Vision
Define objectives, measures and benefits
Identify key capabilities
Build anisation
Create supporting Systems (IT, people)
Be most innovative pany
Increase number of patents by 100%
Innovation
Technology
Set up COC sponsored by R&D board member
Link e-mail & other systems to provide quick access
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Process to build a Knowledge anisation
We ran three separate workshops to develop mon 5>view of the way forward
Describing the characteristics of a knowledge anisation.
Defining the look and feel of what will be different from today.
Defining the capabilities to develop corporate knowledge.
Identifyi