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This led to an entirely new, and often less manageable, organizational structure becoming more prevalent in Accenture. As a result of the individualized intervention not completely working, Accenture focused on re-defining teams based on the customer groups they served. This was different than industry-based vertical practice segments including banking, manufacturing, or services and instead sought to re-define knowledge workflows based on customer centricity. The use of business process management (BPR)-based interventions to create more of a customer-centric mindset is critically important for re-orienting a culture to be more accountable in the use of knowledge (Kok, Biemans, 2009).
Interventions are also made more difficult when it investments must be aligned to process workflows that are re-designed to allow them to be more efficient and cost-effective. Interventions that involve the re-alignment of it and processes so they can become more customer centric run a higher risk of failure as a result (Lee, Chu, Tseng, 2009). What is critically important is that coaching and mentoring be relied on to reward collaborative behavior on a consistent basis (Weatherbee, Dye, Bissonnette, Mills, 2009). Interventions at the personal level that combine this focus on collaboration with a process-centric approach to putting customers, not necessarily taxonomies of data, at the center of project efforts forces interventions to higher success rates (Song, 2008).
Conclusion
In highly knowledge-centric industries the need for intervention, both at the individual...
OD-based interventions that concentrate on creating higher levels of collaboration between virtual teams and concentrating on how to make knowledge management systems part of active customer engagements are critical. A concerted approach to OD interventions therefore is essential in any knowledge-centric organization if lasting change is to occur.
References
Hodgkinson, G., & Healey, M.. (2008). Toward a (Pragmatic) Science of Strategic Intervention: Design Propositions for Scenario Planning. Organization Studies, 29(3), 435.
Kok, R., & Biemans, W. (2009). Creating a market-oriented product innovation process: A contingency approach. Technovation, 29(8), 517.
Lee, Y., Chu, P., & Tseng, H.. (2009). Exploring the relationships between information technology adoption and business process reengineering. Journal of Management and Organization, 15(2), 170-185.
Yongsun Paik & David Y Choi. (2005). The shortcomings of a standardized global knowledge management system: The case study of Accenture. The Academy of Management Executive, 19(2), 81-84.
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