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

CRM . Case Study - Knowledge Management Revisited: Post launch of Market Insights Strategy, KPMG. Grace Cordell – Head of CRM Europe Wednesday 14 th May 2008. My Background . . . . .

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

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  1. CRM Case Study - Knowledge Management Revisited: Post launch of Market Insights Strategy, KPMG Grace Cordell – Head of CRM Europe Wednesday 14th May 2008

  2. 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.

  3. KPMG . . . • USERS MARKET INSIGHTS DATA Information Access CRM Market Segmentation Competitor Intelligence Research MARKETPLACE

  4. Knowledge Management Strategy + Technology + Process + Content Culture ‘just-in-time’ delivery embedded in core processes consistent with strategy People contribute to knowledge bases

  5. 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.

  6. 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 hosted Tools 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 development Tools 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

  7. 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.

  8. 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

  9. The Project Plan • This Project was consisted of 2 elements • The Research Portal which was to be rolled out in 3 phases, • Consolidation of the current offering. • Auto configuration of the tools to suit the user login. • 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.

  10. Example project plan slide PHASE 1Consolidation of the current offering Project phase PHASE 2Auto configuration of the tools to suit the user login PHASE 3Personalisation of the tools to suit the individual Single point entry Training Pages Working with Vendors SharePoint Platform Single Sign On Project Workstream Time October 2006 – April 2007 May 2007 – October 2007 November 2007 – Present Day KPMG-Europe formed

  11. The Market Insight Portal – phase 1 . . . Recommended resources for common tasks – designed to help users who are unfamiliar the research tools available.

  12. The Market Insight Portal – phase 1 . . . 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.

  13. The Market Insight Portal – phase 1 . . . We tried to recommend resources for the specific KPMG sector.

  14. 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.

  15. Branding of Products . . . . Co-branded with KPMG & PI logo We worked with PI and a number of other Vendors to co-brand a various tools to enhance the user experience and acceptance.

  16. Future Technologies . . . . . Instant messaging SharePoint

  17. What changed? • KPMGE – formed in October 2007 ….. • Consolidation of research capability across Europe LLP • European IT Integration – SAP ERP Project

  18. Presenter’s contact details Grace Cordell KPMG LLP (UK) Grace.Cordell@kpmg.co.uk

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