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1、18 March 1999A business caseKnowledge ManagementInformation Risk ManagementInformation Risk ManagementKnowledge ManagementA business case18 March 1999This report contains 29 pagesAppendices contain 8 pagesNIRM_KM.docContents1Background1.1Why has knowledge become a strategic business issue?1.2The KPM
2、G global vision and strategy2Knowledge management defined2.1Knowledge2.2Knowledge management2.3The knowledge system3Knowledge management in IRM3.1The United Kingdom3.1.1KM structures3.2The United States3.3International Headquarters (IHQ)3.4South Africa4Benefits4.1Key benefits4.1.1Tangible benefits4.
3、1.2Intangible benefits5Costs6Challenges6.1Where to start?6.2Cultural change6.3Knowledge management strategy7Technology8Content and maintenance8.1Generic knowledge8.2Layout8.3Client confidentiality8.4Maintenance and sanitation8.5A complete process9The next stepsAppendix A - Suggested IRM South Africa
4、 knowledge repository structureAppendix B - Draft job descriptions for staffing of a Knowledge Centre1 Background1.1 Why has knowledge become a strategic business issue?Recently there has been a shift away from a “capital asset” based economy to one where the strategic assets of any organisation are
5、 its knowledge assets. This change in paradigm is as great as the shift in the past from an agricultural to an industrial-based economy at the start of the Industrial Revolution.The use of knowledge, and its subsequent management, as a strategic tool to enable firms to gain an edge over their compet
6、itors has been enabled through:n technological advancements allowing the capture, management and dissemination of vast quantities of information within organisations;n the emergence of “virtual organisations” in which traditional boundaries separating business units are blurring; andn knowledge bein
7、g utilised to change organisations and open new markets.In addition, the risks of not managing one抯 knowledge assets includes:n loss of productivity and opportunities through wasted time finding information and data within an organisation;n information overload as a result of no tools or processes b
8、eing in place to manage and organise data and information;n the loss of knowledge due to staff attrition (it is estimated that 50% of knowledge not actively stored and managed is lost every 5 years assuming a 10% turnover in staff per annum); andn continual re-inventing of the wheel as lessons learn
9、ed in the past are not stored and passed on to others in the organisation.1.2 The KPMG global vision and strategy“KPMG is the global advisory firm whose aim is to turn knowledge into value for the benefit of its clients, its people and its communities.”KPMG is a knowledge-based organisation. While t
10、hat implies that we recruit and retain the highest calibre of person, it is not so much the pool of knowledge that is KPMG that counts, but rather how we turn that knowledge into value.Our knowledge can be seen as part of our competitive edge, something that sets us apart from our competitors. The K
11、PMG value set allows us to maximise our advantage by maintaining these values in all dealings with staff and clients. In order to achieve this these values must be embedded into our processes and activities.The values focus on three areas:n Clients;n People; andn Knowledge.It is the latter that this
12、 business case addresses.The valus as expressed under Knowledge state that, “We will continuously extend the frontiers of our shared knowledge by treating knowledge as a highly-valued asset which everyone in the firm has a right and obligation to use and a responsibility to contribute towards.”This
13、is the essence of Knowledge Management (KM): the process of turning a pool of diverse knowledge and expertise into a shared resource that better allows the firm to meet its goals and objectives.This proposal will address the issue of KM within the Information Risk Management (IRM) practice by:n expl
14、aining what KM actually is;n examining the processes followed by other practices around the world, specifically the United Kingdom and the United States;n setting out the benefits to be derived from an effective KM process;n forecasting the challenges that lie ahead, should a KM structure be impleme
15、nted in anticipation of the South African firm as a whole migrating to KWorld;n investigating the technological resources available to enable a successful implementation of KM; andn setting out what the next steps should be.The proposal is based on the underlying assumption that the South African firm will be implementing and migrating to the KWorld platform in the near future; in all likelihood by June2000. Any initiatives, recommendations and decisions arising from this document should take that into account, and should be in line with what is planned. To these ends
