Knowledge Management @ Ogilvy Renault


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  • For Professor Geneviève Bassellier, INSY 444, Fall 2007 (Tuesday, Nov.27) KM @ Ogilvy Renault
  • Knowledge Management @ Ogilvy Renault

    1. 1. Knowledge Management Supporting dedication to excellence at Ogilvy Renault Tuesday, November 27, 2007 Vedran Cvjetkovic Jean-Louis Nguyen Lourdez Rejon
    2. 2. Copyright © 2007 Ogilvy Renault LLP
    3. 3. Company Profile
    4. 4. Who is Ogilvy Renault? <ul><li>Full-service law firm with 450 lawyers </li></ul><ul><li>Offices in Toronto, Montréal, Ottawa, Québec, Vancouver and London </li></ul><ul><li>Clients </li></ul><ul><li>Legal minds </li></ul><ul><li>Practice areas </li></ul><ul><li>Bilingual proficiency </li></ul>
    5. 5. Knowledge Areas
    6. 6. Knowledge @ Ogilvy Renault <ul><li>Mostly residing in experts and their practices: </li></ul><ul><ul><li>Professional expertise </li></ul></ul><ul><ul><li>Knowledge about own firm </li></ul></ul><ul><ul><li>Knowledge about clients </li></ul></ul><ul><ul><li>Lawyers & agents </li></ul></ul><ul><ul><li>Associates </li></ul></ul><ul><ul><li>Support staff </li></ul></ul><ul><li>Based on cumulative experience in the workforce </li></ul><ul><li>Highly contextual (case-specific) </li></ul><ul><li>Difficult to impart </li></ul><ul><li>Mostly residing in a wide spectrum of documents: </li></ul><ul><ul><li>Policies / law clauses </li></ul></ul><ul><ul><li>Amendments to existing laws </li></ul></ul><ul><ul><li>Pleadings and commentaries </li></ul></ul><ul><ul><li>Best practices </li></ul></ul><ul><ul><li>Contacts and submissions </li></ul></ul><ul><ul><li>Litigation records (cases) </li></ul></ul><ul><ul><li>Emails </li></ul></ul><ul><li>Based on systematic classification and storage capabilities </li></ul><ul><li>More general </li></ul><ul><li>Easily shared and transferred </li></ul>Tacit knowledge Explicit knowledge
    7. 7. Drivers from Competitive Environment
    8. 8. Drivers from Business Model <ul><li>Keeping up with new developments in law and policy-making </li></ul><ul><li>Dealing with multiple levels of law practice (municipal, national, international, public and private) </li></ul><ul><li>Competing in an increasingly complex environment with many areas of practice </li></ul><ul><li>Retaining high profile clients and avoiding conflicts of interest </li></ul><ul><li>Evaluating and updating best practices on a continuous basis </li></ul><ul><li>Streamlining administrative functions to support timely documentation </li></ul><ul><li>Addressing the need for cross-functional teams of experts and enabling collaboration </li></ul><ul><li>Ensuring consistent compliance with legal procedures (« here and now ») </li></ul>External challenges Organizational challenges
    9. 9. Challenges from lack of KM <ul><li>Areas to improve prior to KM initiatives: </li></ul>
    10. 10. Internal drivers for the need of KM
    11. 11. Factors of success for IT Initiatives
    12. 12. Use of IT Tools
    13. 13. OR’s use of IT tools
    14. 14. OR’s use of IT tools
    15. 15. OR’s use of IT tools
    16. 16. Results pane Libraries and searches Tabs 1 2 3 4 5 6 7 Add-on pane
    17. 17. OR’s use of IT tools <ul><li>Save from any given application </li></ul>
    18. 18. OR’s use of IT tools <ul><li>Search : full search, field search, quick searches </li></ul>
    19. 19. Socialization-based Tools
    20. 20. Knowledge Sharing Climate
    21. 21. Initial User Impressions + _
    22. 22. Implementation Process Leadership & Responsiveness of Knowledge Management Team
    23. 23. Progression
    24. 24. Organizational Benefits <ul><li>Sustaining competitive advantage </li></ul><ul><li>Sharing best practices </li></ul><ul><li>Promoting innovation tools </li></ul><ul><li>Maintaining employee happiness </li></ul>
    25. 25. Recommendations <ul><li>Lessons learned: </li></ul><ul><ul><li>Top management support </li></ul></ul><ul><ul><li>Creation of a Change Management team </li></ul></ul><ul><ul><li>Long-term outlook: </li></ul></ul><ul><ul><ul><li>KM is not a project, but a continuous process </li></ul></ul></ul><ul><ul><li>KM system should respond to organizational requirements, not to IT specifications </li></ul></ul><ul><ul><ul><li>KM is an organizational initiative, and should not uniquely be sponsored by IT </li></ul></ul></ul><ul><ul><li>KM initiatives must become part of the company’s culture </li></ul></ul>
    26. 27. Thank you!
    27. 29. Core Values <ul><li>Integrity is key to who we are and is reflected in what we do each day whether working with clients or colleagues. </li></ul><ul><li>Respect for each and every individual plus treatment with dignity and fairness. </li></ul><ul><li>Valuing our clients and ensuring that each is well-served by practitioners who are attentive and responsive. </li></ul><ul><li>Excellence, efficiency and relevance of service means providing top-calibre service at reasonable cost using business-minded and knowledge-based approaches to provide pragmatic advice and to offer innovative solutions. </li></ul><ul><li>Long-term approach ensures that clients are served in the best possible way and in a fashion that continues to honour the trust clients place in us. </li></ul><ul><li>Teamwork is at the heart of all we do. We work together cooperatively as one firm to serve clients well, irrespective of area of practice, office location, or role within the firm. </li></ul><ul><li>Top-tier goals will help attract and retain top-level personnel plus bolster knowledge, expand learning, and enrich our quality of service. </li></ul>Copyright © 2007 Ogilvy Renault LLP
    28. 30. Culture <ul><li>“ One firm” means seamless client service from a fully-integrated firm that works as a whole rather than separate offices or practice groups each with competitive goals. </li></ul><ul><li>Clients are clients of the firm and not clients of any individual in particular. While an individual will be responsible for the key client relationship, each client is served by practitioners best suited to serve each client's particular needs. </li></ul><ul><li>Financial confidentiality whether it be remuneration, fees billed and chargeable/non-chargeable time. This confidentiality enables us to concentrate fully on client service and work in a harmonious environment because competition between practitioners is absent. </li></ul><ul><li>Decision-making by consensus means that decisions at the executive level have proven to be more solid. </li></ul>Copyright © 2007 Ogilvy Renault LLP
    29. 31. Practice Areas
    30. 32. Selling Points of Hummingbird www.connectivity. hummingbird .com
    31. 33. Typical law firm/client cycle