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Authors: Martin Eppler (GSEM / Executive Programs); Gilbert Probst (GSEM / Executive Programs)
Published in: 1998

Abstract

The NOVARTIS case is a one session illustration of the use of a specific knowledge sharing tool, the yellow pages. The case examines the early stages of the introduction of yellow pages in a recently merged life sciences multinational corporation. The yellow pages were introduced in the context of a more global knowledge management program, with the main aim of sharing information and know-how across the different sectors of the company. The yellow pages allow people to know who detains what expertise, in order to request assistance or information. The case brings out the difficulties met in the implementation of the tool and is designed to encourage the reader to think about the value of the tool and recommend suitable solutions to the problems met.
Location:
Industry:
Size:
87,000 employees
Other setting(s):
1997-1998

About

Abstract

The NOVARTIS case is a one session illustration of the use of a specific knowledge sharing tool, the yellow pages. The case examines the early stages of the introduction of yellow pages in a recently merged life sciences multinational corporation. The yellow pages were introduced in the context of a more global knowledge management program, with the main aim of sharing information and know-how across the different sectors of the company. The yellow pages allow people to know who detains what expertise, in order to request assistance or information. The case brings out the difficulties met in the implementation of the tool and is designed to encourage the reader to think about the value of the tool and recommend suitable solutions to the problems met.

Settings

Location:
Industry:
Size:
87,000 employees
Other setting(s):
1997-1998

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