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McKinsey’s Knowledge Management Practices

The Importance of Culture

Talent management

Brief case introduction

Great mobility of talents

American management consultancy company

Internal exchange program

10,000 employees in 44 countries

Way of developing knowledge

One of the most profitable consultancy company based on human asset

Reward system

Brand's biggest strength of capturing and sharing knowledge

Evaluation and promotion based on their role as knowledge generators

One of the best knowledge enterprises

Olympics 1995

Conclusion

Development of employees - cost or investment

Employees are the main and biggest company asset

Creation of everlasting company

Thank you for your attention

ANY QUESTIONS

Recruitment

Culture and Knowledge Management

Fundament of implementing KM

PRACTICES

&

PROCESSES

Capability of receiving and spreading knowledge

Complex recruiting process

Establish clear visions and goals

Training

Diverse employees without any experience

friendly competition

Creation of centres of competences and working groups

Full job training and mentoring

I don't know how it happened either, the only thing I know is that is part of our corporate culture

McKinsey's culture

Creating a learning organisation

Knowledge-driven culture

Flat hierarchy with wide span of control

Significant delegation and decentralization

Limited rules and regulations

All channel communication networks

Diverse environment

collaborative knowledge sharing

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