Apresenta o uso de Portais Corporativos para suportar ações de Gestão do Conhecimento em organizações de conhecimento intensivo através dos casos: Bain & Company, Hill & Knowlton and Context Integration. www.terraforum.com.br

1. This paper presents the results of three in-depth KM cases studies: Bain & Company, Hill &
Knowlton and Context Integration. This paper examines the use of sophisticated corporate
portals (CP)s by these firms to support their internal and external Knowledge Management
initiatives.
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Introduction we compare the use of corporate
portal (Collins, 2001; DavyDov, 2001;
Large and geographically dispersed and SAP-PriceWaterhouse, 2001) or
professional service firms have always “KM Portals” by three leading
applied knowledge management organizations: Bain & Company, Hill &
strategies to leverage their business Knowlton and Context Integration.
models. By applying Knowledge
Management (KM) techniques and Methodology
approaches, this is the only way that
Professional Service firms can The research approach used was a
become more than just the “sum of case study method. A “theory-oriented
their different parts”. In the past, inductive approach was used rather
however, most KM initiatives relied on than a deductive process. The
traditional activities such as: training, approach we took used the building
informal networks, fostering strong block method where we identified key
team cultures supporting the value of research questions, both qualitative
shared knowledge, personnel and quantitative to identify new
transfers, etc. However, these themes, causal relationships and
approaches are no longer sufficient. insights. The case studies were
The demands in terms of knowledge conducted through a combination of
creation, reuse and the realities of face-to-face and telephone interviews.
business globalization require A structured research questionnaire
professional services to apply the was sent as a pre-read and with a
latest KM strategies and approaches supporting context overview of the
that have been, to a great extent, research goals and objectives to
enabled by the Internet. In this paper, provide time for participants to
©TerraForum Consultores 1

2. respond more effectively during the WPP Group, a $22B US company.
interviews. In all cases, we interviewed H&K has significant global reach with
3-5 senior executives, and user two thousand employees operating in
champions who provided the vision sixty-seven office locations in thirty-
and/or were in charge of the four countries. The company strives to
implementation of the knowledge leverage the Intellectual Capital of all
portal project. The interviews were these offices while at the same time
followed by multiple iterative review operating in a decentralized culture
sessions to validate the case study with a razor sharp focus on client
observations and interpretations. needs.
During the interviews, a demo of the
portals was also provided. More Context Integration
detailed project and support
documentation was also analyzed Context Integration (“CI”) is a leading
before and after the interviews. Each integrator of e-business solutions. The
case study took approximately four company was founded in 1992 and
weeks each to collect, analyze and has its headquarters in Burlington,
document the research findings, and Massachusetts. Its service line
have corporate release validating the includes the integrated delivery of
research. business, creative and technology
design primarily for the financial and
Summary of Companies’ Background media/communications sectors. The
company has around 300 employees
Bain & Company in six offices across the United States.
Bain & Company (“Bain”) is a leading The Catalysts, Driving Factors and Brief
top management-consulting firm Description of the Portals
founded in 1973. The firm currently
has more than 2,800 consultants Bain & Company
working in 28 offices across six
continents. Bain’s business mission is Bain has been early adopters of KM
“to make companies more valuable and have consistently demonstrated
and convert strategy and action into strong KM leadership. Although an
economic performance.” The firm early searchable mainframe solution
offers expertise in a number of helped to increase knowledge sharing,
industries including: conglomerates, by the late mid 1990s, Bain knew that
consumer products, financial services, to continue to be thought leaders, they
etc and functional areas including: needed to extend their learning and
strategy, e-commerce strategy, knowledge systems to the next level
customers, growth, etc. utilizing web-oriented technology
solutions to make it easier for
Hill & Knowlton consultants to locate their most
knowledgeable colleagues; find the
Hill and Knowlton (“H&K”) is the newest codified insights; and access
second largest public relations firm in the most relevant and updated
the world and is a subsidiary of the industry data. Hence in 1997, Internet
©TerraForum Consultores 2

3. technology solutions were deployed to Bain knowledge custom-developed
support their KM client delivery knowledge portal integrates two
support services. A critical viewpoint separate initiatives:
shaping Bain’s KM deployment Bain Virtual University (BVU), a
strategies was that their senior complete web-based learning
leadership embraced training and KM environment, was introduced in
as a business imperative essential for 1998. By the summer of 2001,
success in today’s increasingly more than 170 modules were
competitive environment. An available to all employees across
environment, which they saw, clients the globe. BVU’s design takes into
demanding more and becoming more consideration that individuals have
sophisticated everywhere. Over the different learning styles. Modules
last few years, especially in fast-paced are presented in a variety of
high-tech areas, industry cycles have formats, including web-based
become shorter, which makes it critical power point presentations, “hands-
for consultants to tap into Bain’s on exercises” (computer based
knowledge real-time as it is created, training-CBT), multi-media courses
regardless of location. and templates that can be used in
real-life projects.
When Steven Tallman, Bain Chief In 2000, Bain launched its state-of-
Operating & KM Officer, took on the art KM platform, called the Global
role to spearhead Bain’s global Experience Center (GXC). GXC
Training and KM strategy for Bain, it can be seen as a knowledge portal
was to convince other Bain partners organized around five core
that they were not fully leveraging the sources of knowledge for Bain’s
“knowledge of the firm”. Together with client work:
other senior Bain talent, he formed a Tools: proprietary and non-
core leadership team to champion proprietary frameworks,
Bain’s KM strategy, execution and concepts, templates and other
change management efforts. One of tools that can be applied
their first challenges was to “earn their across a number of projects;
budget” by convincing very fact-based Capabilities: a repository of
senior consultants that it made good Bain’s proprietary insights
business sense. In order to achieve across all of its key “study
this, they not only set out on an types” of client work (e.g., cost
“evangelizing” journey, they also built reduction, M&A, growth
a strong business case pinpointing the strategy)
constraints to case-team success from Industry Information: a source
not having the right data, information of organized information per
and access to experts at the right time. industry that combines both
Through fact-based real client case internal and external sources;
scenarios the logic of the implications Case, Client and People
became a “wake-up” call for Bain to Information: Bain’s improved
speed up their KM implementation repository (as compared to
efforts. BRAVA’s) of information on
previous client work. Client
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4. information is “sanitized” by and believed further investments in
knowledge brokers (client KM infrastructure would help improve
names are removed and data H&K globalization processes, and
is disguised) to allow company- leverage strategic knowledge into high
wide view, and is designed to margin repeatable activities. The
facilitate tacit knowledge outcome of this meeting was unified
sharing. executive support to invest in a more
External Research: includes robust KM organization, and initiative
access to high-value an investment process to help realize
subscription databases, as well his dream.
as links to top business
sources, that have been pre- The evolution of value contributions of
selected or suggested by the H&K’s knowledge portal is seen as the
research department and/or collective brains of H&K’s employees.
consultants. It is called HK.net. Strategically for
content creation and content
Hill & Knowlton submissions H&K has adopted the
view of giving people the power to add
In early 1999, Tony Burgess-Webb, a content versus controlling what is
member of H&K’s worldwide executive added. Everyone can contribute and
committee, assessed H&K’s current participate in the process versus
approach to KM and existing intranet having a centralized categorizing
infrastructure and support processes. process. Recently added content is
Employee surveys were conducted frequently monitored and any
which confirmed their intranet had frequently requested documents are
limited functionally as knowledge linked into a library for a special
sourced was irrelevant, outdated and search area to highlight value content.
inaccurate. In addition, the value of the End user training is conducted on a
knowledge-based initiatives did not regular basis to ensure that
have strong executive alignment. employees are trained to conduct the
Hence, Tony proposed a new and bold search properly to use their tools
vision to “Build something totally new.” effectively. H&K’s knowledge portal is
He began a leadership quest to share now at the stage where the volume of
a compelling vision, goals, and project knowledge has increased significantly
requirements to senior management. and requires people to edit and weed
In early 1999, in a general – the maintenance continuum is an
management meeting where all global area for management attention to
practice leaders assembled, about 60 improve the sustainability capabilities.
executives, Tony shared his vision for
a more robust and pervasive H&K uses an Intraspect platform to
knowledge ecosystem at H&K. He support its worldwide knowledge
spoke passionately about his beliefs community. Intraspect solutions
that the focus on knowledge would provide web-based workspaces to
benefit clients in developing stronger capture information as it is created,
products and services; deliver many-to-many collaboration
consistent service across the company technology to share intellectual capital
©TerraForum Consultores 4

5. across employees, customers, and scheduled interviews, plans, work-
partners and suppliers, and an in-progress documents, etc). All
enterprise knowledge base that grows emails related to each specific account
with us. The HK.NET is the company are automatically stored in this client
portal that provides immediate access folder so anyone joining the project
to a number of information sources can easily follow all the major
and people. It includes access to milestones, decisions and
customized portals according to communications related to the project.
regions of the world, a number of links Clients can also post easily
to find expertise within the firm information.
(directories, cases studies,
biographies, global client leaders and Context Integration
organized documentation about key
sectors) and also several external Bruce Strong, one of the founders of
news feeds that are relevant for H&K CI, explained that its knowledge
business. management (KM) system is a natural
outcome of the core values of the
Intraspect provided a portal company and also of a clear and
environment to facilitate the ease of explicit three-pronged pursuit of value
content use and publishing and there creation in every activity. The core
is also an ability to easily set up alerts values of CI are: deliver outstanding
that can be directed to a person’s client value with integrity; invest in
inbox and/or personal pages. employee growth; balance work and
Documents can be submitted in a wide personal life; commit to teamwork;
range of document formats (office embrace innovation. Value creation at
documents, emails, newsfeeds, etc.). CI includes the perspective of the
One of the capabilities of this client, the employee and the investor.
knowledge collaboration environment In founding CI, Bruce and the other
which was attractive to H&K is the partners set out on a journey to build
ability to integrate their intranet and Intellectual Capital, and to have fun
extranet and to share selected along the way. As the company
information to clients via a password started to grow and expand
protected site. An important attribute geographically, and with the frantic
of H&K’s CKP is the support it need to tap into the latest
provides to their global accounts. The technological know-how in order to
value of H&K’s CKP environment is compete successfully, Bruce
actively promoted in their business recognized that CI needed more than
proposals and has helped secure just smart individuals and a knowledge
some top global clients. These clients, sharing culture to succeed. It needed
both knowledge centric in their a supporting KM platform that would
business approaches, were attracted better connect the minds of the
to HK.net capability to access in a organization.
password-protected area H&K
knowledge with external knowledge The Intellectual Assets Network, or
from targeted news sources and “IAN” as it is called at CI, has filled that
account activity (including on-going need. According to Bruce, in order to
©TerraForum Consultores 5

6. be useful, IAN needed to capture language, project, technology
knowledge as it was being created domain and topic among others
and disseminate that knowledge in - Discussions: This area includes all
real-time. IAN was also designed to the on-going discussion
help CI better serve its customers. As databases, representing a variety
Bruce highlighted, “Although we [CI] of topics related to CI business.
rely extensively on technology, we are The topics are based on
not a scientific company, we are a technology, sales category, or
services company”. Since its other category – the metadata is
inception, the basic goal of sharing constantly evolving to meet the
knowledge vertically and horizontally changing needs of the consultants
within CI and within and outside the as they capture and search for
walls of the organization (especially information. Employees can
with clients and occasionally with subscribe to receive notification
partners) has been the key driver of every time there is a new posting
the continued development of the that has a topic of interest to them.
architecture of IAN. Other specific They also use the discussion area
objectives have also been to post documents, tips, links and
incorporated in IAN over time. The also any questions. Their
current inventory of goals follows. questions are automatically
directed by IAN to be answered
IAN was custom-developed on a “gurus” via email and pager.
Lotus/Domino platform. IAN allows Questions are classified by users
employees from six different offices to into one of the following categories
keep connected and share ideas. according to their urgency:
Employees have access to IAN from Immediate:
anywhere and at anytime: from client Requires response
sites, home or anywhere else they can in less than one
get an Internet connection. In order to hour;
access certain areas or databases of Urgent: Requires
IAN, employees do not even have to response in less
be connected to the Internet since than four hours;
parts of IAN can be downloaded to the Routine: Requires
hard drives of employees’ laptops. IAN response in less
can also direct important and urgent than one business
questions to experts via a pager or day;
other wireless devices (such as a cell Not time-sensitive:
phone, Blackberry, or Palm) IAN is Responses can be
organized into the following key areas, given within one
which are immediately accessed via week.
the portal’s home page: - Knowledgebase: This area
- Search: The Verity engine allows includes a set of documents or
the user to target the search discussion threads that have been
according to a number of reviewed by experts in their field
parameters including author, date, and deemed to be of high-value for
reuse. Only domain experts can
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7. post/upload directly to this senior management team, which
collection of documents. needs to respond within a week.
Documents called “road maps” are - Project artifacts: This is where
posted here. These are documents employees upload all information
written by domain experts or (artifacts) related to specific
practice leaders that serve as a projects at certain pre-determined
comprehensive introduction for milestones. Artifacts encompass a
new employees or novices that broad range of intellectual assets,
need to get quickly acquainted with from sales presentations to
a specific domain. software codes.
- Learning: This area contains all - Projects: This is the work-in-
information related to the learning progress area with specific folders
process at Context. Documents for each individual project. All
include Curriculum Paths (a set of employees have access to all
skills needed to achieve projects and documents unless
% &#
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*
competency in a particular area, otherwise stated. The links to
including methods for attaining the PETE are located here.
skills), pointers to internal and - Partners: A list of contacts for each
external class descriptions and important CI partner is listed here.
schedules, and previously Contacts are usually domain-
recorded training sessions experts in a specific technology.
available for playback. - Colleagues: The firm is adamant
- ContextWISE – This area contains that employees keep their profiles
all information related to CI’s core up to date. A digital photo is taken
methodology. Descriptions of all of employees on their first day with
tasks in the methodology CI, so that their initial profile can
(including best practices and be set up immediately.
pointers to sample deliverables)
are contained here. Stated Goals
- Solution Box: Allows employees to
enter suggestions around any Based on our standard questionnaire,
aspect of the business. The the KM leaders at Bain, H&K and CI
suggestions are forwarded to the rated the goals of their respective
KM/portals initiatives (table-1).
©TerraForum Consultores 7

8. Table-1: Comparison of KM Goals - Legend: ( P ) Primary Goal ( S ) Secondary Goal ( N )
Not relevant
QUESTION Bain H&K CI
Communication Tool (Top-Down and Bottom-up)
Improve communication of vision and knowledge strategy N S S
Improve communication of company values S S S
Keep organization alert S S P
Engage customers and community at large S P P
Divulge results more broadly and promote systemic analysis P P P
Facilitate bottom-up communications N S P
Make it easy for employees to suggest improvements to management N N P
Push Information and Knowledge to Employees
Capture, organize and distribute codified knowledge (e.g. database P S P
access)
Improve access to external sources of information and knowledge P S S
Improve decision-making N S S
Empower front-line employees P S P
Improve Reuse of knowledge
Develop expertise maps (uncover existing knowledge) P P P
Map and measure intangible assets S P S
Facilitate search of previously developed knowledge P P P
Foster Collaboration
Increase collaboration amongst different functions of the organization P P P
Increase collaboration amongst different geographies of the P P P
organization
Improve overall knowledge sharing P P P
Support the development of Communities of Practice P P P
Increase connections not related to work S S N
Improve Human Capital Management
Improve hiring N N N
Improve internal mobility and deployment of existing employees N S S
Integrate temporary and outside human resources and expertise N N N
Improve training and acquisition of skills P S P
Get new employees up to speed very quickly P P P
Reduce time spent on menial activities S P N
Improve employee retention S S P
Facilitate work and integration of telecommuters N S S
Improve Relationships (External stakeholders and Increase Information Flow)
Improve information exchange with suppliers, partners and customers S P S
Capture customer information N P P
Improve customer satisfaction S P P
Reduce sales costs S S P
Reduce customer service costs S S P
Source: interviews of KM leadership at Bain & Company, Hill & Knowlton and Context
Integration
The table above clearly shows that infrastructure can be implemented to
although a corporate portal serve many KM needs and goals, the
©TerraForum Consultores 8

9. key priorities for the three professional Internet, itself, is a very modular
service firms were to improve reuse of network that allows pieces of content
knowledge (tacit and explicit), map the and applications to be seamlessly
expertise held by individual integrated into existing solutions.
consultants and foster higher levels of These firms took advantage of that.
collaboration. Getting new employees Not only did they focus on specific
up-to-speed very quickly was also a audiences, but also on specific
goal that came across as very clusters of content that had depth or
important (they all tended to hire a were considered strategic enough.
large number of recent graduates and Hence, the taxonomy of the content
young professionals who usually environment, both ease of classifying,
needed to start working on tagging and searching took on a
assignments of strategy importance in higher order of management focus to
a very short period of time. streamline knowledge into a flexible
infrastructure for continual growth.
Key Lessons Learned
Lesson 2: Organizational Support
Lesson 1: IT does not have to be costly
and modular launches make a lot of KM systems require a combination of
sense technology and dedicated personnel.
The level of success achieved by the
The three organizations profiled in this three cases is the result of not only a
paper realized that deployment of well designed system, but also of the
knowledge portals do not have to be strong support offered by
costly. There is no major secret to management in many areas. Senior
keeping portal development costs in management showed strong support
check. The keys are to concentrate on through many different ways
functionality that really adds value to (speeches, direct involvement and
the business, avoid costly “bells and usage, establishment of new reward
whistles”, leverage existing data and metrics, etc). Very important in all
systems, and roll out applications cases were also the role played by
incrementally. All three organizations knowledge managers and knowledge
reminded us that one of the important brokers. Although some employees
lessons was not to implement web may understand that one of their
applications just because it was easy responsibilities with the organization is
to do so. These organizations to share and codify part of the
proceeded with their modular Intellectual Capital, it is very easy for
launches, only after careful analysis of this responsibility to take a “back seat”
how work is conducted and how as employees worry about their daily
knowledge is shared and created. tasks. In face of this situation, the
They were all intensely focused on knowledge brokers are seen in all
developing solutions which three organizations as the keepers of
immediately added value and create the “Knowledge Codifying Process”.
“stickiness” to return end-users to the They make sure that employees do
environment. Closely related to this not forget to codify relevant
logic is the idea of modularity. The knowledge-sharing elements of their
©TerraForum Consultores 9

10. projects, activities and tasks and in the that do not find any matches (show
case of Bain and CI they also extract what people are looking for); Specific
key insights (tacit knowledge) by feedback to documents and content
interviewing managers at the areas from the consultants. The
beginning and end of a project. The proxies and anecdotes (publicized via
knowledge brokers are also key general emails or postings in the
resources for employees who need a portal) of how the knowledge portals
human introduction to an have helped in specific project
organization’s core intellectual assets situations provide the best indirect
in specific knowledge domains. solutions to determining the success
Finally, knowledge brokers play an of these initiatives. There was a strong
important role in organizing and belief that these actions help foster the
keeping the online information up to attitudes and motivations required to
date. All three companies had make the most of the KM tools. There
formalized knowledge managers and was also in these three cases the
knowledge brokers roles and also KM recognition of a leap of faith that this
representatives in each different office. infrastructure was clearly a
competitive imperative to support or
sustain their growth and the belief that
Lesson 3: Fostering meaningful by investing in corporate portal
connections is key in professional infrastructure and developing more
service firms robust knowledge management
capabilities that they could leverage
One of the most important areas for the whole brain of their firms globally.
knowledge access was beyond simply
access to best practices and service Lesson 5: Recognition and Rewards
collaterals/points of view – but clearly
documenting subject matter expertise, The three companies interviewed
where they were, how to reach out to highlighted that peer recognition could
them, what knowledge they play an important part in helping
knew…The ability to rapidly talk to an fostering this desired behavior. None
expert, supported by the knowledge of the companies tried only monetary
infrastructure of codified knowledge – rewards, but were all experimenting
together created a strong intellectual and introducing a few monetary
asset base for these companies. incentives (affecting bonus or through
more symbolic prizes). More than the
Lesson 4: Metrics and User Satisfaction actual benefits derived from the
financial rewards, we think that this
In order to gauge their levels of demonstrates the power and
success, these companies are using a importance of giving explicit and
number of “proxies”: Portal traffic and visible recognition and rewards for
activity by office and content; knowledge sharing. There was a
Periodical surveys to gauge the level general belief that employees were
of satisfaction of consultants with the highly motivated by the recognition
various areas and applications within from their trusted colleagues that their
the portal; Evaluation of search terms
©TerraForum Consultores
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11. documents or knowledge contributions saw above, all three companies
were identified as a best practice. focused on portal and KM features
that were clearly linked to the sales
These organizations are also sending cycles and/or that clients could
clear signals that knowledge hoarding immediately see the benefits. This was
and lack of participation in the KM important as it generated a lot of
activities is not appropriate behavior. It energy and goodwill for the portal
was also evident that at Bain and CI, implementation across all hierarchical
different offices and departments are levels and offices. All three companies
clearly reminded that they cannot be also agreed that web-enabling of
“free riders”. They also need to routine, back-end applications could
contribute to the knowledge base of have been potentially easier to
the organization. Knowledge sharing implement, but would have had
and knowledge codification are minimal business impact and would
becoming an essential part of have generated far less interest.
everyone’s job. Thus, not engaging in
these activities is, increasingly, being Organizations that create and
seen as not fulfilling one’s core structure knowledge portals are
obligation to the organization. In Bain improving their knowledge assets.
and CI, there were also formal audits Some of the cornerstone business
validating contributions and adherence processes in knowledge portals design
to the knowledge practice guidelines, and ongoing evolution of content are:
further reinforcing how serious the information/asset management,
management of intellectual assets can publishing and personalization.
be and should be. Rapidly identifying assets and best
practices and sharing them widely is
Conclusions increasingly necessary for achieving
an organization’s strategic objectives.
KM is at the core of successful The learning from the professional
Professional service firms. It plays an services industry are also imperative
important role in making each for other knowledge intensive
individual consultant perform “smarter” industries – the question should no
than if he or she acted and learned longer be “what is the value of
alone. It is no surprise that many of knowledge management and investing
the best practices, concepts and in infrastructure to manage
vocabulary used today in the KM organizational knowledge, rather the
literature (mentoring, communities of question should be: “what are the
practice, reuse of codified knowledge, implications to our business and the
etc) evolved from the consulting firms. loss of knowledge if these strategic
The web, however, introduced many investments are not made?”
new opportunities to accelerate Knowledge Portals can significantly
knowledge flows, provide targeted improve the connections amongst
knowledge (tacit or explicit) for those people and often times may lead to
who seek it, and has made it much connections that without access to a
easier for knowledge owners to knowledge portal would not occur.
distribute it widely, and rapidly. As we This is, of course, only the first step in
©TerraForum Consultores
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12. the knowledge creation or sharing programas de pósgraduação e MBA e autor de
process. To go to the next level, vários livros sobre o tema. Seu email é
people need to be willing to cooperate jcterra@terraforum.com.br
and the right incentives and rewards
need to be in place. Cindy Gordon é consultora internacional da
TerraForum Consultores. Participa do
These three case studies provide us conselho de diretores de várias empresas de
with a social and operational context alta tecnologia nos Estados Unidos e Canadá.
for organizational collaboration where Foi, recentemente, destacada pela University
knowledge and learning are of Western em sua publicação, e é também
interchanged real time. As new autora de diversos artigos e livros.
networks and knowledge capabilities
are developed, this organic free-
flowing approach to knowledge access
we believe will have fundamental
impacts on business strategy,
organizational processes, and
technology infrastructure. As
companies continue to create multi-
channel capabilities, accelerate their
strategic alliances, and grow their
customer connections, corporate
portals with the adoption of KM
strategies and techniques provide
knowledge intensive industries with
valuable capabilities for sustaining
business growth and the elasticity for
continual organizational learning.
References
Collins, H. (2001), Corporate Portals,
SAP-PriceWaterhouse (2001), The E-
Business Workplace,
Davydov, D.M. (2001), Corporate
Portals and e-Business Integration,
***
José Cláudio C. Terra é presidente
+ ,
da TerraForum Consultores. Atua Determinantes da Necessidade de Portais Corporativos
como consultor e palestrante no
Canadá, nos Estados Unidos, em Portais Corporativos: novo instrumento de gestão da informação
Portugal, na França e no Brasil. Developing a Business Case for Corporate Portals
Também é professor de vários
©TerraForum Consultores
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13. +. , +
- -
A TerraForum Consultores é uma empresa de
consultoria e treinamento em Gestão do
Conhecimento (GC) e Tecnologia da
Informação. Os clientes da empresa são, em
sua maioria, grandes e médias organizações
dos setores público, privado e terceiro setor. A
empresa atua em todo o Brasil e também no
exterior, tendo escritórios em São Paulo,
Brasília e Ottawa no Canadá. É dirigida pelo
Dr. José Cláudio Terra, pioneiro e maior
referência em Gestão do Conhecimento no
país. Além disso, conta com uma equipe
especializada e internacional de consultores.
/ 1 + 3 -, 4 /
0 2- ,+ , .
Gestão do Conhecimento e E-learning na
Prática
Portais Corporativos, a Revolução na Gestão
do Conhecimento
Gestão do Conhecimento - O Grande Desafio
Empresarial
Gestão do Conhecimento em pequenas e
médias empresas
Realizing the Promise of Corporate Portals:
Leveraging Knowledge for Business Success
Gestão de Empresas na Era do Conhecimento
©TerraForum Consultores
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