Xerox: Building, Sustaining and Monetizing Knowledge Management (2003)

Published 01 Jan 2003
Reference 5133
Topic Operations
Region North America
Summary

Xerox has been developing and implementing knowledge management (KM) systems since 1996 and has continued to do so despite the company's hard times and KM's tarnished image following the dotcom bust. Xerox wagered that 'knowledge' was the natural, higher role for 'the document' in the workplace, and the bet is paying off. The case examines four KM projects: Eureka, its first and best knowledge management project; CodeX, the open- source software sharing platform; Angelo, the call-centre solution; and its consultancy, Xerox Connect.

Teaching objectives

The case discusses KM strategy and implementation, communities of practice and organisational learning. Its take-home lessons are defining the right recipe for successful KM implementation - the people factor is more important than the technology used; aligning KM strategy with business strategy; and evaluating a KM system's success, which is more than just cost savings - success also encompasses revenue creation and cultural change.

Keywords
  • KM strategy and implementation
  • Organisational learning
  • Communities of practice
  • Eureka
  • Xerox Corporation
  • Angelo
  • Xerox Connect
  • CodeX
  • Socio-technological approach
  • People
  • process
  • technology
  • Funding KM projects
  • KM Frameworks
  • Working champions
  • Commercialising KM
  • Knowledge management. AR2003
  • RD0903
  • AR0304