Write My Essay Sample: Knowledge Management and Learning
Posted by: Write My Essay on: June 6, 2019

Write My Essay Sample: Knowledge Management and Learning

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Question One

James O.McKinsey, the founder of the firm, recruited experienced executive and trained them by use of an integrated approach that he had initiated. Among the pillars of the approach was holding a session with the consultants every Saturday with the aim of discussing goals, policies, procedures and encouraging the experts to think independently and for themselves (Bartlett, 2000). James O.McKinsey impacted the sense of professionalism to the associates by adopting and having ethical principles that aimed at serving the clients amicably and more efficiently.

The firm also adopted policies such as profits been shared from a firm pool rather than an office pool, clients been accorded the necessary assistance and also the recruitment of professionals. The company also provided guidelines and principles that aimed at ensuring that the firm served its clients well (Prichard, 2000). The recruitment of MD’s that had the knowledge and know-how of the way to run the firm also contributed significantly to the expansion of the enterprise as they had all it takes to ensure the productivity of the company was enhanced.[“Write my essay for me?” Get help here.]

Question Two

The commission on firm and goals proposed that the growth of the firm had to be slowed and the MD, Daniel adopted an approach that is changing the model of the organization (Bartlett, 2000). It changes from the office base that the firm operated on to client relationship of the firm to leadership thoughts and making of strong strategies to the consultant market with the aim of losing clients so as to have a managed client list that the firm can manage so that the firm can grow efficiently.

He also began training so as to impact the consultants with the appropriate skills and expertise as well as encouraging developments of functional expertise with the aim of diffusing knowledge and experience (Bartlett, 2000). This approach was put in place to ensure that what the commission had proposed was observed and the efficiency of the firm was enhanced.[Need an essay writing service? Find help here.]

Fred Gluck brought together a group of partners with the aim of sharing ideas on strategy expertise and the importance of focusing on knowledge building of the partners and consultants, and he also ensured that the strategy on training was not a one-time thing but rather an ongoing practice of the firm (Prichard, 2000). Fred also initiated the training of the partners with the aim of making sure that the partners and consultants had what it takes to be able to serve the growing list of clients efficiently and more thus enhancing productivity.

Question Three

The firm in its two-decade long change process has been efficient because it is through the adoption of the strategy education that the consultants stopped being generalists and did specialization and its through the specialization and teamwork that the clients were served well and efficiently as work was now done well.The team was well chosen comprising of  qualified, available and nonconflicted associates

Balancing assignments of over 80 consultants to 25 ongoing teams was a complicated process that involved matching the needs of the engagement and the individual consultants’ development requirements (Sanchez & Heene, 2005). The adoption of professionalism also contributed significantly to the sufficient running and meeting of the goals set as well as ensuring that the client’s need was met. The idea of working in teams was adopted, and the team would converged an internal workshop was planned to keep customer management informed, involved, and committed to the emerging conclusions. Out of this meeting, the team would focus on  core beliefs and viable options that provided its agenda for the next phase of the project.

Co-leadership roleBray reflected on the challenges he and his co-leaders faced. The first was to make telecom an exciting and interesting practice so it could attract the best associates. The problem is we rarely feel the need to draw on those groups. For example, knowing the firm’s pricing practice has world-class expertise in industrial pricing, but it’s hard to learn how to apply it to telecom meaning that mostly calls on the pricing experts within the practice

Dull was contacted by an executive search firm that had been retained by McKinsey to recruit potential consultants in consumer marketing, Dull soon discovered that there was no structured development program. Like the eight experienced consumer marketing recruits in other offices, he was expected to create his agenda (Bartlett, 2000). It was difficult for him since he discovered that it was not easy to execute the set proposal as specialization in the firm was not embraced.

The adoption of the various techniques that the commission had proposed was welcomed and initiated in the organization and was active in the smooth running of the firm ensuring that the clients were served well and satisfactory, and this provided that clients were satisfied with the end results. The adoption of the training of the consultants and the partners was done throughout and not seasonal, so the acquisition of knowledge was throughout the year.

Question four

The Rajat Gupta’s approach which involved the persuasion of all the four methods as he presumed that discussions were consuming energy that should have been directed towards the activity itself. First was to capitalize on the firm’s long-term investment in practice development driven by Clientele Industry Sectors and Functional Capability Groups and also through the creation of some new channels, forums, and mechanisms for knowledge.

Building on an experiment begun in offices where two- to six-person teams from offices around the world were encouraged to come up with ideas that grew out of recent client engagements. They would then be required to formalize them for presentation at a regional competition with senior partners and customers as judges so as to develop and organize learning (Bartlett, 2000). Next was the focus on emerging issues that were of importance to CEOs both internal and external expertise to come up with ideas and approaches that aimed at addressing the emerging issues encountered during the daily running of the firm.

It is through the focusing on the issues at hand that a firm or organization can move forward because it can know the problems at hand and deal with them accordingly to ensure they do not recur. As a senior partner, i would advise Rajat Gupta that the approach he is using is okay since at the end of it all he will come up with the most appropriate approach which the firm can now adopt and having tested the proposal they are convinced that the method will work for the company.

The approach is also efficient because it will ensure that the firm comes up with the right approach since it has tested all the four methods and has come comprehensively to a conclusion and that the method they have adopted is the most appropriate (Tsoukas, 2004). In the running of the firm, the approaches are all relevant in such a way that there is a right to weigh the options so that they can comprehensively acknowledge the efficiency and effectively. The procedures ensured that there was the recruitment of more research-oriented people and linked more efficiently into the academic arena as knowledge was perceived as been the baseline of any professional and its through that that professionalism was established (Tsoukas, 2004).The setting of goals and ensuring they are met and having settings with the aim of discussing progress and ensuring that all pending issues are addressed and adhered to and addressed appropriately well.[Click Essay Writer to order your essay]


Bartlett, C. A., & Harvard Business School. (January 01, 2000). McKinsey & Company: Managing Knowledge and Learning.

European Conference on Organizational Knowledge, Learning, and Capabilities, Tsoukas, H., & Mylonopoulos, N. (2004). Organizations as knowledge systems: Knowledge, learning, and dynamic capabilities. New York: Palgrave Macmillan.

Prichard, C. (2000). Managing Knowledge: Critical investigations of work and learning. New York: St. Martin’s Press.

Sanchez, R., & Heene, A. (2005). A focused issue on managing knowledge assets and organizational learning. Amsterdam: Elsevier JAI.


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