Organizational Structure

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(No Transcript)
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Organizational Structure

• Principals
• Case Managers
• Associates
• Project Teams

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Organizational Culture

• Knowledge is valuable for consulting. In
  consulting, by definition, what we sell is
  knowledge - Kevin Hugh

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Corporate strategies

• Innovation Strategy
• Pragmatic Approach
• Growth Strategy

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Human Resources Issues

• Growth
• Demographics
• Recruiting/Staffing
• Training/Development

• Motivation
• Rewards System
• Evaluation
• Aligning with strategic plans (TR KM)

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Rewards / Evaluation System

• Traditional billable hours
• Employees rewarded on three dimensions
• How effectively the consultant worked with
  clients and added value to the engagement
• The consultants overall contribution to the
  firms knowledge
• How well the consultant functioned as part of a
  collective

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HR fit with Strategy

• Innovation Strategy
• Essentially, for successful implementation of an
  innovation strategy, employees probably need to
  be cooperative because of interdependencies
  involved highly creative oriented toward the
  long-term risk takers, and comfortable with
  ambiguity. Greer
• Schuler and Jackson have hypothesized that under
  innovation strategies the appropriate role
  behaviors more likely will be obtained with
• Group-oriented, long-term appraisal systems
• Generalized skill development and broad career
  paths
• Compensation approaches accentuating internal
  equity
• Flexible compensation packages including stock
  ownership

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Current Initiatives

• TeamRoom (TR)
• Knowledge Management (KM) - future
• Innovation management is just an application of
  KM. We see it as a natural dovetail to innovation
  products that we sell to our clients Kevin
  Hugh

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TeamRoom

• Why it was needed
• To facilitate communication
• Geographically dispersed teams
• Create a level playing field
• Make more

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TeamRoom

• Implementation
• Mandatory use by all employees
• Mankin Elkin, the principals, became
  cheerleaders for the technology
• The Jacobson Group, a professional consulting
  firm, was hired to train employees in the tools
  applications of TeamRoom.

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TeamRoom

• Thought processes
• Eventually classic reward systems would have to
  be employed
• TeamRoom has a natural linkage with the existing
  reward systems (efficiency, contribution, team
  functions)
• TeamRoom should help every consultant be more
  effective on all three levels

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Rewards / Evaluation System

• Traditional billable hours
• Employees rewarded on three dimensions
• How effectively the consultant worked with
  clients and added value to the engagement
• The consultants overall contribution to the
  firms knowledge
• How well the consultant functioned as part of a
  collective

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TeamRoom

• Challenges
• No standard way to evaluate results.
• People were unclear about what should go into
  TeamRoom.
• Not all team members received training in the
  protocols of using the technology.
• Poor communication between teams.
• Not everyone thought it was worthwhile spending
  extra time to put information into the system.

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TeamRoom

• If theres no incentive for me to post it, Im
  not going to. You can tell me its a great thing
  to do and you can tell me the culture supports
  this, but I need an incentive. anonymous
  consultant

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TeamRoom

• Integral has to take the time to train their
  people otherwise it simply wont work.
  Richard Weissberg, a principal at Jacobson

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TeamRoom

• Recommendations
• Use as a training tool for new associates.
• Develop a formal training program for all
  Integral employees on TeamRoom.
• Tie reward / incentive to use reinforce the
  value to the current reward system

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Knowledge Management

• Is it realistic to assume that our people will
  just populate our corporate knowledge base? -
  Eric Mankin
• If were able to reward people for using the
  system initially, they will eventually become
  hooked on it just as they did with TeamRoom. -
  Jeff Elton

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Knowledge Management

• Major Challenges
• Reward system
• If we can make KM somehow billable to the
  client, thats terrific and everyone will be
  doing it.
• Motivation
• If Im rewarded based on new knowledge that I
  create, why should I use someone elses
  knowledge?

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Knowledge Management

• People definitely need to be able to feel that
  they personally are adding value. In a culture
  like ours, thats very important. You need to
  show that you solved the problem your own way as
  though no one has ever done it before. Confrey

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Knowledge Management

• RECOMMENDATIONS
• Delay implementation
• Develop
• Test
• Get feedback
• Create a knowledge czar
• Evaluate and modify compensation, evaluation, and
  reward programs before roll-out
• Develop training for all elements of KM
• Recruit and hire a consultant from another
  company already using a KM system

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Knowledge Management

• RECOMMENDATIONS
• Realize change of strategy
• Currently innovation
• Future dual innovation cost-reduction
• Compensation
• Must reward input to knowledge database,
  efficiency, and innovation
• Rewards
• knowledge currency

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Recommendations - Global

• Team Building Workshops
• Enhance communication
• Foster interpersonal relationships
• Provide a safe environment to exchange ideas
• Meet the rest of the team
• Have FUN

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Recommendations - Global

• Recruitment
• Use ties with academic institutions
• Training
• Develop a more formal training program for new
  hires

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Summary

• Train all employees on TeamRoom basics
• Delay implementation of Knowledge Management
• Conduct Team Building Activities
• Others
• Recruit using ties to universities
• Develop training programs for new employees

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Strategic Recommendations

• Maintain current business focus innovation
  growth
• Do not use Knowledge Management as a product
  offering
• Utilize Knowledge Management to enhance core
  competencies
• Link reward system to initiatives (TR KM)