Subject category:
Economics, Politics and Business Environment
Published by:
Wits Business School - University of the Witwatersrand
Length: 18 pages
Data source: Field research
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Abstract
After establishing BSW Pty Ltd in South Africa in 1984, three former Wits MBA graduates - Deon Bothma, Neville Searle and Roland Wilk - had the foresight to envisage the convergence of IT with telecommunications and business. As a result, BSW's main focus was three-fold: to provide business solutions, information technology and telecommunications. By the late 1980s, the founders recognised that for the successful development of their business, the management of systems, technology and knowledge was essential. Indeed, knowledge management was the basis of their company's vision and philosophy. In April 1999, BSW's Chief Information Officer, Pauline Smith, was charged with the task of recommending a knowledge management strategy to guide the company. Knowledge management as a formal practice was young, having begun in the early 1990s in most companies. Smith had to decide whether the company should adopt one of the models used by consulting firms such as Andersen Consulting and Ernst & Young, or to develop a customised strategy to meet the specific needs of BSW.
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Abstract
After establishing BSW Pty Ltd in South Africa in 1984, three former Wits MBA graduates - Deon Bothma, Neville Searle and Roland Wilk - had the foresight to envisage the convergence of IT with telecommunications and business. As a result, BSW's main focus was three-fold: to provide business solutions, information technology and telecommunications. By the late 1980s, the founders recognised that for the successful development of their business, the management of systems, technology and knowledge was essential. Indeed, knowledge management was the basis of their company's vision and philosophy. In April 1999, BSW's Chief Information Officer, Pauline Smith, was charged with the task of recommending a knowledge management strategy to guide the company. Knowledge management as a formal practice was young, having begun in the early 1990s in most companies. Smith had to decide whether the company should adopt one of the models used by consulting firms such as Andersen Consulting and Ernst & Young, or to develop a customised strategy to meet the specific needs of BSW.