Knowledge Management

Yale M. Braunstein

June 2004

Information at the World Bank: In Search of a Technology Solution (A)  [1997]

Describes how Information Technology Services Director Mohamed Muhsin planned to restructure the bank's information technology in response to President Jim Wolfensohn's call to build a knowledge bank. Several reorganization efforts taken by the bank in the 1980s led to a decentralized system, which hindered the access to and sharing of information within the bank. By the early 1990s the organization's values had shifted, calling for more collaboration among all bank sectors. The creation and implementation of a standardized, user friendly information technology system was needed. Describes how Muhsin planned to restructure and the challenges he would face. Teaching Purpose: Students are asked to decide how a decentralized institution like the World Bank can build a centralized information system and how, in turn, to teach and encourage the sharing of information.


Information at the World Bank: In Search of a Technology Solution (B)

Acting on his vision to make the World Bank a knowledge institution, bank President Wolfensohn announces the creation of an Information and Knowledge Management Council and an Information Solutions Group, headed by a newly nominated CEO, Mohamed Muhsin. This case describes Muhsin's intentions as well as those of the head of the bank's knowledge-management initiative.

DaimlerChrysler Knowledge Management Strategy  [2001]

Provides an overview of knowledge management and the knowledge management strategy of DaimlerChrysler relative to its competition. Teaching Purpose: Students realize the importance of a knowledge management strategy and the difficulties involved in building one for a newly merged company.

Siemens ShareNet: Building a Knowledge Network  [2002]

Describes the development of ShareNet, an innovative knowledge management system used by a division of Siemens. ShareNet attempts to capture the knowledge and experience of Siemen's many dispersed sales and marketing units around the globe, making it available to all. ShareNet has to date been funded as a corporate initiative, free to all who use it. But as the telecommunications market has collapsed, the group who run it are under increasing pressure to cut costs. As a result, they are considering charging users who subscribe to the tool in the belief that these users will willingly pay for it. This relies, however, on being able to demonstrate that the tool/system has a positive return on investment--a notoriously difficult task. Teaching Purpose: To analyze the design and construction of a knowledge management system; to explore the major issues in deploying these types of systems (e.g., creating incentives for use, ensuring relevant knowledge is stored); and to examine the return on investment from these types of systems.