麦肯锡“销售知识管理”.pptVIP

PharmaCo Case Study: Achieving Sales Growth through Knowledge Management Background A number of Business issues were to be adressed... Knowledge in the organisation 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 not commonly in place Most initiatives appear to stop at the concept phase and do not get implemented into the organisation Knowledge sharing is not yet embedded as part of the companys culture Unclear understanding of how to effectively implement Knowledge Management To address these issues and build a Knowledge Management Organisation, we followed a clear process We ran three separate workshops to develop a common view of the way forward Describing the characteristics of a knowledge enabled organisation. Defining the look and feel of what will be different from today. Knowledge Management should first be practiced in a pilot area The pilot provides a prototype for future launches and other business processes The Knowledge Management leads to significant improvements The financial benefits are over ￡20m Lessons learnt from this pilot suggested some critical success factors for the roll-out of the Knowledge Management programme Knowledge does not exist in databases, but in the heads of the individuals ! Put most emphasis on the culture change, i.e. a knowledge sharing culture Emphasize that Knowledge “flows”; Knowledge is not frozen.... Measure, measure, measure... against Business objectives PCE98424_Knowledge Mgmt and Innovation_HG991390.ppt ? 2002 McKinsey Consulting GmbH. All rights reserved. Proprietary and Confidential. * McKinsey McKinsey February 2002 Evaluation only. Created with Aspose.Slides for .NET 3.5 Client Profile 5.2.0.0. Copyright 2004-2011 Aspose Pty Ltd. This level of growth combined with increasing comple