四大 安永 知识管理案例分析

1、km project on ernst & young aabs (china),speaker: kmers group date: 2011/10/10,ernst & young logo,km project on ernst & young aabs (china),background information of ernst & young task identification km process identification and assessment identification of desired km processes assessment of current

2、 km solutions and infrastructure focusing on their effects,introduction of ey,one of the largest professional services firm in the world one of the big four accountancy firms, along with: deloitte kpmg and pricewaterhousecoopers ey was ranked by forbes magazine as the 9th largest private company in

3、the united states in 2010.,size,141,000 people sharing their ideals and passion help clients improving their business around the globe a global organization of member firms in more than 140 countries. headquartered in london, uk. url of ernst & young: http:/,global structure,globally managed of the

4、big four firms. sets standards oversees policy and consistency of service, with client work being performed by its member firms.,strategy,“quality in everything we do” quality of service deliver professional knowledge,aabs,assurance and advisory business service line the structural characteristics:

5、in charge of a branch office and a number of projects responsible for several projects and can sign audit reports engage in specific field work leading lower level employees contribute and facilitate the working process,objectives,provide high quality auditing and ipo service for the clients. enhanc

6、e the quality of the professional knowledge of the organization. preserve and share the high quality professional knowledge within e&y. more competitive in the industry. absolutely conducive to maximize the profit and the organizations impact.,motivation,hugely appreciates and depends on the human r

7、esource high quality professional knowledge can distinguish the organization itself.,challenges,work burden heavy - high turnover rate the severe challenge: the continuity of the knowledge chain bring the professional knowledge away with them without passing the essential knowledge. promoting freque

8、ntly to sustain responsibilities learning fast to adapt to the new requirements. coach other lower level employees.,challenge (contd),either the continuity of knowledge chain crashes or employees fails to acquire new required knowledge will lead to destructive impacts on the organizations objectives

9、 because the knowledge flow will have fractures and as a result the service quality will be degraded greatly.,scope,strategy the knowledge chain continuity objective the rate of sharing challenges passing through knowledge the most vital factors to confirm the high quality work narrowed down to the

10、training process of aabs,km project on ernst & young aabs (china),background information of ernst & young task identification contingency factors assessment identification of desired km processes assessment of current km solutions and infrastructure focusing on their effects,task identification,the

11、training program process: a traditional perspective of how the employees are trained in a specified training program the on-job training process: a continuous daily process accompanied by the real work conditions,km project on ernst & young aabs (china),background information of ernst & young task i

12、dentification contingency factors assessment identification of desired km processes assessment of current km solutions and infrastructure focusing on their effects,contingency factors assessment,knowledge discovery process knowledge capture process knowledge sharing process knowledge application pro

13、cess,assessment of the contingency factors,km process identification,km project on ernst & young aabs (china),background information of ernst & young task identification contingency factors assessment identification of desired km processes assessment of current km solutions and infrastructure focusi

14、ng on their effects,appropriate circumstances for various km processes,the training program process,prioritizing the training program process,the on-job training process,prioritizing on-job training processes,km process identification,km project on ernst & young aabs (china),background information o

15、f ernst & young task identification contingency factors assessment identification of desired km processes assessment of current km solutions and infrastructure focusing on their effects,km assessment,impacts of kms,km infrastructure assessment,km solutions assessment,km solutions to the training pro

16、gram process mechanisms: enhance internalization tutorial learning process enhance combination case study process, examination technology: enhance internalization online courses & training system,km solutions assessment (contd),km solutions to the on-job training process mechanisms: enhance socializ

17、ation counselor-counselee relationship coaching technology: enhance direction gamx,results,in aabs (china), all of the desired km processes are covered by the assessed current km solutions. please look at the red sentences in the tables. that seems to be a problem,km assessment,references,yulin, f.

18、(2011). km in action. retrieved october 9th, 2011, from city university of hong kong web site: .hk/webapps/portal/frameset.jsp?url=%2fwebapps%2fblackboard%2fexecute%2flauncher%3ftype%3dcourse%26id%3d_215511_1 yulin, f. (2011). km assessment. retrieved october 9th, 2011, from city university of hong kong web site: .hk/webapps/portal/frameset.jsp?url=%2fwebapps%2fblackboard%2fexec