Problem Statement
McKinsey & Company is a highly successful consulting firm worth over 1.8 billion dollars. However, its leader Rajat Gupta wondered if the company could better utilize the knowledge of its employees to better serve its worldwide clients. It was obvious that McKinsey
& Company had a strong base of core competencies among its employees, but Gupta was unsure if knowledge development was meeting its clients' needs in an information and knowledge
driven age. Clients hired McKinsey & Company expecting leading edge information from to
assist them in their decision-making processes. Gupta felt a process was needed to develop,
capture, and leverage this information which he considered an asset to the company. So,
the task lay before them on how to accumulate and store the information quickly and make it
readily available to consultants on a global scale.
List of Symptoms
? McKinsey & Company desired to provide state-of-the-art knowledge to its clients but
currently had no means of measuring exactly how well they were doing in developing their knowledge.
? Employees were not being properly developed for the new direction of the McKinsey & Company. McKinsey & Company still had the ability to provide excellent advice to its Clients. However, they were not as prepared as their competitors for dealing with the upcoming technologies of the future.
? McKinsey & Company had experienced rapid growth. McKinsey & Company had 3,800
consultants in 69 offices worldwide. In its present state, the large number of employees
and offi ...