John Peetz, chief knowledge of Ernst & Young, examines the results of a six-year effort to establish firmwide knowledge management (KM) system. The case comes after a short evolution Ernst & KM system Jung and describes in detail its current structure. Also, the approaches of other firms in the industry. While Peetz sure that the current system is perfect Ernst & Young's global strategy and provides a competitive advantage for the company, it still needs to address a number of important issues. This "knowledge management" just another marketing buzzword, or control to another fad? If not, what is it, and how it will impact consulting? As a consulting firm to achieve sustainable competitive advantage through knowledge management? What are the criteria for assessing the KM system and as a consulting firm to go about creating one? "Hide
by Miklos Sarvary, Anne-Marie Chard Source: Stanford Graduate School of Business 24 pages. Publication Date: September 1, 1997. Prod. #: M291-PDF-ENG
Related Case Solutions & Analyses:
How Facts Change Everything (If You Let Them)
Brooke Correll and Clos Du Val: Adventures in Napa Valley (C)
Unearthing the Roots of the Global Financial Crisis
IDIEM-Catalogo Verde
Dominion Resources, Inc. (B)
Integrated Services at Jones Lang LaSalle 2005 (B)
The Nintendo Wii: Lessons Learned from Noncustomers
West teleservice valuation
Marketing Analysis Toolkit: Situation Analysis
Reverend Musical Instruments: Playing a Different Tune (A)
