case study - knowledge management revisited: post launch of market insights strategy, kpmg grace...

Case Study - Knowledge Management Revisited: Post launch of Market Insights Strategy, KPMG

Grace Cordell – Head of CRM Europe

Wednesday 14th May 2008

CRM

2© 2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.

KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.

My Background . . . .

Since April 2006 I’ve worked for the professional services firm KPMG where I have held a variety of mainly project-based roles in the area of Knowledge and Information Management.

My current role is European Head of CRM. I’m responsible for developing a unified CRM strategy to support the newly created European firm and am focussed on information access projects aimed at a joined-up, simplified approach to knowledge and information provision.

Prior to joining KPMG, I worked for Capital Consulting, a Recruitment Process Outsourcing provider and was responsible for developing their research and service excellence capability.

Previously I spent time with Spencer Stuart and TFPL in both research and client-facing roles.



KPMG . . .

DA

TA

US

ER

S

MARKETPLACE

MARKET INSIGHTS

CRM

CompetitorIntelligence

Research

Market Segmentation

Information Access



Knowledge Management Strategy

ProcessProcess++embeddeembedded in core d in core processeprocessess

++ ContentContentconsistent consistent with with strategystrategy

TechnologyTechnology++‘‘just-in-just-in-time’ time’ deliverydelivery

CultureCulturePeople People contributcontribute to e to knowledgknowledge basese bases



The tasks . . .

What we had:

Numerous research products listed by name with access links

What we wanted:

A Research Portal that would act as an enabler for the development of a full User Interface which could be shaped by the User login, to stream the required desktop tools to suit the users role and work requirements.



The vision

To ensure that systems connect and inter-relate, it was the intention to specify and own the architecture around the User Interface requirements. In order to be in a position to materially influence the way in which systems are designed, built and used.

The critical path required a ‘DIY’ approach to research, giving the user access to rich information. To achieve this, a heavily biased front end was deployed that was indifferent to the connectivity requirements behind it relying instead on the architecture to dictate compatibility.

All systems brought to the User community designated as Desktop Tools.

No user requirement to differentiate between those systems which are in house and those which are bought in or externally hosted.

All systems brought to the User community will be designated as Desktop Tools. There is no user requirement to differentiate between those systems which are in house and those which are bought in or externally hostedTools will be sought because they meet the operational needs of the business and the user community, where 85% or better functionality is provided ‘off the shelf’. It will not be the intention to improve on the fit of such tools through in house developmentTools will be expected to comply with the architecture and to be laid out in a manner that eases user access and reliance and reinforces Brand experience



Content selection criteria

Tools selected to meet the operational needs of the business and the user community, where 85% or better functionality is provided ‘off the shelf’. It was not be the intention to improve on the fit of such tools through in house development

Tools expected to comply with the architecture and to be laid out in a manner that eases user access and reliance and reinforces brand experience

No user requirement to differentiate between those systems which are in house and those which are bought in or externally hosted.

User Interface monitoring and assistance, which will allow for Administrator intervention to assist users by remote access or voice guidance

It was not the intention to use an offshore facility to provide this functionality but to work with internal ITS to ensure that full benefit be gained from using the Microsoft platform.



Why we thought a portal would provide the answer:

A single platform where all information about a topic is brought together

Simple access to a wide range of information sources

A means to avoid information duplication

A catalyst for business development activity

Information available 24 x 7

Up to date information

A mechanism to link our existing knowledge base



The Project Plan

This Project was consisted of 2 elements

The Research Portal which was to be rolled out in 3 phases,

1. Consolidation of the current offering.

2. Auto configuration of the tools to suit the user login.

3. Personalisation of the tools to suit the individual and the ability to ask open questions.

The second element (though running in parallel) was the implementation of a SharePoint Platform, being the introduction of a configurable interface to allow for closed user groups and streamed content that can be driven toward the user. It was hoped that this element would have been delivered within the same timescales.



Example project plan slide

Single point entry

Training Pages

Working with Vendors

SharePoint Platform

Single Sign On Project

PHASE 1 Consolidation of the

current offering

PHASE 2 Auto configuration of the tools to suit the user login

PHASE 3 Personalisation of the tools to

suit the individual

Project phase

Workstream

Time October 2006 – April 2007 May 2007 – October 2007 November 2007 – Present Day

KPMG-Europe formed



The Market Insight Portal – phase 1 . . .

Recommended resources for common tasks –

designed to help users who are unfamiliar the

research tools available.




Before accessing the product, information

regarding the source is displayed , there is a choice of either a link directly into the tool or training material with may

help the user.




We tried to recommend

resources for the specific KPMG

sector.



Training . . . .

A proliferation of trainers, co-ordinators and facilitators exist to support the systems within the business, it was the intention to collapse all of these into one group. This group would be able to train and support all desktop tools in one of two ways;

1. Deployment, remedial and new users

2 Advanced usage and personalisation

It was hoped that a module could be added to the National Induction to allow new users to be trained on the particular desktop tools that they would be likely to use in their everyday jobs.



Branding of Products . . . .

Co-branded with KPMG & PI logoWe worked with PI and

a number of other Vendors to co-brand a

various tools to enhance the user experience and

acceptance.



Future Technologies . . . . .

Instant messaging

SharePoint



KPMGE – formed in October 2007 …..

Consolidation of research capability across Europe LLP

European IT Integration – SAP ERP Project

What changed?

© 2007 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. This document is confidential and its circulation and use are restricted.


Presenter’s contact details

Grace Cordell

KPMG LLP (UK)

[email protected]

case study - knowledge management revisited: post launch of market insights strategy, kpmg grace...

Documents

kpmg llp

kpmg logo

subsidiary of kpmg europe

swiss cooperative

created european firm

area of knowledge

knowledge bases

information management