Introduction to case studies

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Introduction to case studies

• Sheila Webber
• 12 March 2001
• Inf201

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Session aims

• Understand the concept of a case study
• Practise analytical skills relevant to case study
  work this weeks seminar
• Learn some background about KPMG, relevant to
  later guest lecture

3
Session outline

• Outline characteristics of a case study
• Class exercise read material relating to KPMGs
  Knowledge management strategy, analyse certain
  points and feedback

4
A case study ...

• Gives information about a company and its
  environment, relevant to a particular
  organisational or managerial situation
• Gives a problem to analyse, in order to propose
  solutions
• Generally gives perspective of decision maker(s)

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Typically, asks you to ...

• Analyse the situation
• What are the facts?
• What is unknown?
• Can you trust the information/views given?
• You are likely to need more data to solve the
  problem should beware false assumptions

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• Define the problem(s) identify key factors and
  issues identify the key problem
• Identify alternative solutions
• Choose the best alternative
• Describe implementation

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So in analysing the case study, may need to ...

• Identify current business mission, objectives and
  strategy
• Work out the organisation chart
• Establish key facts about the company
  performance where it operates its
  products/services its markets etc.
• Gather more information about the business
  environment in which it operates, relevant to the
  problem

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• Understand the perspectives of managers involved
  in the problem
• Learn about customers profile and expectations
• Analyse the Strengths, Weaknesses, Opportunities
  and Threats for the company
• Understand the company philosophy
• Identify other data relevant to the specific
  problem

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Focus for this session

• Extracting information relating to a particular
  aspect/issue
• Highlighting potential problems with the
  information presented
• Identifying further information needed
• Focus is KPMG

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• KPMG is the global advisory firm whose aim is to
  turn knowledge into value for the benefit of its
  clients, its people and its communities.

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KPMG worldwide 2000

• Revenues of US13.5 billion
• More than 100,000 KPMG professionals in member
  firms worldwide
• Delivers professional services in 155 countries.

Source KPMG (2001) Overview. online New
York KPMG. Available from http//www.kpmg.com/ab
out/ (Accessed 10 march 2001)
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KPMG UK 2000 annual report

• Revenue 11,160
• Partner and staff numbers 11,130.
• Distributable profit 267m.

Source. KPMG UK. (2000) Annual report.online
London KPMG. Available from http//www.kpmg.co.uk
/ (Accessed 10 march 2001)
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Going back to a slide from Phil Levys lecture
in week 2 ...
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KM encompasses...

• Managing information
• collecting, documenting, codifying, retrieving,
  disseminating, brokering...
• Exploiting information systems and networks
• intranets, CMC, groupware, databases, expert
  systems, case-based reasoning, Web...
• Managing human resources
• organisational culture structure, support for
  collective individual learning, skills
  development
• Leadership and strategic management
• strategic planning co-ordination, individual
  champions

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Class exercise

• Identify evidence that KPMG is addressing the 4
  areas with its KWorld system
• Managing information
• Exploiting information systems and networks
• Managing human resources
• Leadership and strategic management
• Highlight potential shortcomings with the
  sources Ive given you
• Suggest other sources of information that would
  help round out the picture
• Feedback to class