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Knowledge Management in Consulting Activities

Conference Paper · January 2014

DOI: 10.5220/0005086402550260

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 Knowledge Management in
Consulting Activities
Eva Gattnar , Jens Schneider , Brigitte Stroetmann and Okan Ekinci
1 1 1 1

www.siemens.com

Objectives and utilization: Knowledge Management support in the crucial stages of a

Nowadays, knowledge is key to value creation in most industries, but consulting project:
for consulting companies, the knowledge generated and shared in the The graphical illustration in figure 1 depicts an ideal-typical procedure
organization represents the core service. in the crucial stages of a consulting project.
The effective usage of available as well as the quick production of new The success of consulting projects highly depends on the knowledge a
knowledge for the solution of customer problems within the consulting consultant has about the customers and their expectations. Therefore,
process represents a major challenge. an initial contact and a deep analysis of the customer’s requirements
Customers expect high problem solving competence, empathy for the upon consulting services are necessary. This analysis then builds the
situation and reliability in handling consulting projects in the course basis for further consulting project steps, such as the assignment and
of the consultation service. Consequently, comprehensive customer the pilot study.
satisfaction along with economic project execution is a crucial factor To ensure a high quality (”due diligence“) to the inquiring customer, an
for the success of a consulting project. effective knowledge management is highly important in order to reduce
consulting project risks and enhance the project’s success.
Classification of consulting as knowledge-intensive process: After the transactional project phase, knowledge management enables a
successful implementation phase and leads to faster project completion.
Due to their nature, consulting services qualify as knowledge-intensive
In order to accomplish additional project assignments and aftercare
processes. They require a pro-active knowledge management strategy
operations, knowledge management activities are again necessary to
which is based on the optimal liaison of a personification and
retain knowledge about the customer and lead to successful follow-up
codification strategy.
orders.
Within a consulting process it is necessary to frequently update and
preserve the present knowledge consulting leverages since the aspect
of actuality is especially relevant in connection with consultancy, Conclusion:
particularly in terms of experience and expertise. Hereby, the knowledge Knowledge constitutes a central input factor in the process of service
intensity can be used as a dimension for the classification of knowledge- and is as essential and as complex and specific as the creating service
intensive business processes. itself. Consulting, understood as a knowledge-intensive service, is based
on common knowledge and knowledge which presents a competitive
advantage.
Follow-up However, knowledge can only become a competitive advantage if it truly
End of order Precontact/ Demand of generates value for the customer and makes him distinguishable from
Aftercare
assignment
operations Image building consulting competitors. In summary, the goal of a knowledge-orientated company
Ma management consists in generating knowledge from information and
rk
e
Initial contact/ implementing it in sustainable competitive advantages which are
Project
measureable in terms of business success.
t in

closure Analysis of
g
R e wor k

demand
Consulting Active knowledge management is an indispensable tool for a company
Project
to reach a competitive advantage. Especially in consulting projects,
Implementation Supply
knowledge management plays a crucial role. Hence, four aims for the
Tr

ns
a

io n
act introduction of knowledge management in consulting arise:
Intervention Assignment • Higher efficiency of the projects
architecture Pilot study
• Enhancement of own profitability
• Higher effectiveness in projects
Figure 1: Crucial stages within a consulting project 2
• High customer satisfaction

1
Siemens AG Healthcare, Allee am Röthelheimpark 3a, Erlangen, Germany.
2
Sutrich, O. (2003): Neuland für junge Berater am Horizont!?,
in: Profile 5-03, EHP – Verlag Andreas Kohlhage, Bergisch Gladbach 2003.

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