The purpose of this paper is to present a case study summarizing some of the issues associated with KPMG's knowledge management system and their recent adoption of social media for collaboration and knowledge management. In particular, this case examines KPMG's knowledge management initiative starting roughly when Robert Armacost was hired to lead the global firm's efforts in knowledge management, from 2007 through 2014, with KPMG's adoption of social media as part of their knowledge management system. This case study shows a fundamental and strategic shift in knowledge management at KPMG from focusing on content to including collaboration. In addition, this paper illustrates some of the advantages of including enterprise social media as part of the knowledge management system.

KPMG Knowledge Management and the Next Phase: Using Enterprise Social Media

The paper aims to be to identify how dashboards can be used to help Information and Communications Technology (ICT) production support teams to manage systems better and giving business stability and performance to be able to be more competitive. This includes forecasting potential problems that can occur as well as prescribe possible solutions before there are any major system outages. Dashboards will track and monitor behaviour of systems to allow for faster turnaround time in resolving issues when it occurs. The analysis and design show how the technologies work together to create a prescriptive dashboard, e.g. alerts sent through to mobile devices (phones) which create a quick reaction time and staff not on site (vendors, remote locations, etc.) can be informed and reduce downtime to the business. The proposed method provides knowledge management requests/incidents/problems and existing monitoring tools can all be integrated to provide the support staff with possible solutions. This paper will explain how dashboards can assist ICT, with the focus on production support areas, to help resolve ICT incidents, problems, and requests. A few concerns were highlighted however these concerns form part of the continuous improvements to the prescriptive dashboards. The system model will help minimize the run around between various ICT teams for troubleshooting. The flow diagram shows how it would provide early warnings and recommended solutions based on calculations of previous ICT incidents and problems. This model is complementary in the sense that it will work/integrate with existing system monitoring tools. Various types of technologies have been identified and researched through the review of the literature. The research was conducted to identify the feel for dashboards, how they can be used, and the various technologies that can complement each other to get the success of a prescriptive dashboard.

Improvement of system performance in an IT production support environment

As discussed in the authors’ previous article, KPMG has introduced an internal social collaboration platform called the Hub across its international network. The Hub has now been adopted by a large...

Connect, communicate, collaborate and create: Implementing an enterprise-wide social collaboration platform at KPMG – Part two: Realizing value

Dieser Beitrag der Zeitschrift Gruppe. Interaktion. Organisation (GIO) befasst sich mit der Gestaltung internetbasierter kollaborativer Team- und Projektarbeit. Um die Team- und Projektarbeit in Unternehmen zu unterstutzten, werden verstarkt internetbasierte kollaborative Anwendungen eingesetzt. Diese ermoglichen es, Mitarbeitende im Unternehmen und uber Standorte hinweg zu vernetzen, Wissen und Daten zu teilen und Projekte zu organisieren. Ob diese Vorteile tatsachlich genutzt werden konnen, hangt davon ab, wie der Einsatz der Werkzeuge gestaltet wird. Als Orientierung fur eine effektive Nutzung kollaborativer Anwendungen wird im vorliegenden Beitrag ein Gestaltungsmodell fur raumlich verteilte kollaborative Arbeit vorgestellt, das sich an soziotechnischer Systemgestaltung orientiert. Die Tauglichkeit des Modells wird anhand eines Praxisbeispiels demonstriert. Exemplarisch werden an einem Praxisbeispiel Gestaltungsaktivitaten aber auch Probleme bei der Nutzung der Anwendungen aufgezeigt und im Modell auf den Ebenen Strategie, Methoden und Technik verortet. Trotz einer hohen technischen Affinitat und vielfaltiger Gestaltungsmasnahmen werden im Praxisbeispiel funf zentrale Problemfeldern erkennbar: (1) parallele Nutzung von Anwendungen, (2) die Transparenz im Hinblick auf Veranderungen, (3) die hohe Taktzahl virtueller Meetings, (4) der Onboardingprozess, (5) die Spannung zwischen dem Tagesgeschaft und der Umsetzung interner IT-Projekte. Die exemplarische Prufung des entwickelten Gestaltungsmodells ergibt, dass es Fuhrungskraften und Arbeitsgestaltern eine Orientierung fur die integrierte Gestaltung kollaborativer Anwendungen bieten kann.

Gestaltung internetbasierter kollaborativer Team- und Projektarbeit

This organizational leadership project investigated how the employees at Northern Alberta Institute of Technology (NAIT) may enhance their collaboration across departments, in particular, when managing key data systems. An action research methodology, with an appreciative stance, reflected on how NAIT can leverage its value of collaboration when facilitating projects that impact multiple stakeholders. A learning circle and four individual interviews provided the space for NAIT staff members to share their success stories about collaboration and also how their personal values align with NAIT’s values. The recommendations demonstrated the desire for the fulfilment of individual growth and nurturing of passion through empowerment. Leadership training and mentorship were identified as crucial elements for supporting individuals in fostering their collaborative capacity. FOSTERING A COLLABORATIVE CULTURE 4 Acknowledgements This organizational leadership journey proved to be an invaluable personal growth opportunity. Finding the courage and confidence to begin the process was the most crucial, and I owe a heartfelt thank you to George Andrews, who has been a valuable supporter in my professional development and has cosponsored this research project. He challenged me to look beyond my fears and to plan for my future successes. Additionally, Tony Olmsted, who at one time I knew only as a director within our organization, deserves total gratitude. Not only did Tony dedicate himself as a cosponsor of this inquiry project, but he also became a mentor to my personal development and a cherished friend. I want to also express my gratefulness to my advisor, Niels Agger-Gupta, who initially believed in my project and guided me every step of the way and to my second faculty member, Catherine Etmanski, for her ongoing support and encouragement. A sincere thanks is owed to Kelly Wood, who is a dear friend and was invaluable as a third-party facilitator in this inquiry. I also want to recognize my peers from the cohort who continually encouraged me, enhanced my learning, and have become true friends. I am blessed with loving and supportive family and friends. To my parents, Aldo and Maria, your pride in me and my academic accomplishments kept me going in times when I was completely stressed and unsure I would ever make it through. Thanks to my brother Rob, for checking in on me and ensuring I was getting my writing done. To my best friend Candice and her beautiful daughters Liliana and Willa, my sincere appreciation for your belief in me and understanding that I wouldn’t be able to visit until my project was complete. I am grateful to my colleagues who truly have become family to me; your ongoing encouragement and support was instrumental in my completion of this thesis. Thank you to the leadership team at NAIT and staff FOSTERING A COLLABORATIVE CULTURE 5 who willingly gave their time to participate in the research and openly shared their stories. It is an honour and a privilege to work with you each and every day and to call myself a NAIT Ook! FOSTERING A COLLABORATIVE CULTURE 6 Table of

Fostering a collaborative culture through effective business practice at NAIT

KPMG has introduced an internal social collaboration platform called the Hub with the aim of further enabling effective team working across the organization and providing a further enabler to the delivery of the firm’s Knowledge strategy. Specifically the Hub aims to help KPMG professionals connect, communicate, collaborate and create more effectively together. The Hub is being implemented across KPMG member firms and has executive support from the international senior partner group but also meets the demands of staff wanting to introduce the benefits of social collaboration to their business processes, some of whom were beginning to experiment with the use of free versions of popular social collaboration technology, thereby introducing their own unofficial pilot projects. KPMG operates in a highly regulated environment and, in order to respect this, the introduction of the Hub is accompanied by a very comprehensive and robust user guidance programme and a real time monitoring and moderation process. This...

Connect, communicate, collaborate and create Implementing an enterprise-wide social collaboration platform at KPMG

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Connect, communicate, collaborate and create: Implementing an enterprise-wide social collaboration platform at KPMG – Part two: Realizing value

Connect, communicate, collaborate and create Implementing an enterprise-wide social collaboration platform at KPMG