Knowledge management
Organization & transformation

How to best use tangible and intangible intellectual assets around the world


Challenge

  • The client is a leading reinsurance company driven by the expertise of its employees. The company’s success depends on understanding and pricing insurance risks adequately. 
  • Arthur D. Little was asked to develop a knowledge management (KM) approach that would allow the client to best use its tangible and intangible intellectual assets around the world.
  • At the start of the project the client realized that experts around the world were not actively sharing their expertise, and that no overview of experts existed, which resulted in significant double-work and often sub-optimal risk assessments and pricing. 
  • The board of management understood the importance of effectively sharing expertise throughout the company, in order to keep and develop their exceptional expert knowledge and leading position in the market.

Approach

  • Arthur D. Little supported the client over 3.5 years, addressing different areas over time:
  • Develop and implement first ideas on a KM solution for the client, using a pilot approach
    • Refine and roll out developed and piloted ideas to additional initiatives
    • Accompany and support KM initiatives with focus on behavioral change, infrastructure, processes and organization issues
    • Develop overall KM strategy to guide initiatives
    • Hand over responsibility to the client’s employees and respectively coach and train them in their new functions as KM practitioners
    • Develop and implement KM performance measurement tools
  • Arthur D. Little used its proven KM approach covering content/context, culture/behavior, process/organization and infrastructure/media.
     

Value

  • Experts can now be easily identified across the company and contacted directly. 
  • The company’s knowledge and expertise are readily accessible for all employees via the knowledge base on the intranet, and cross-country and cross-region collaboration has become day-to-day business.
More than 700 client employees have taken up a KM role / Even more employees actively engage in the more than 50 cross-organizational expert circles