Not only in the research lab, says Mickelson, but in the field and in group discussions. Netigy's knowledge managers mine online discussion areas, where employees post questions about specific technologies. They also work alongside consultants in the field to identify new ideas or best practices, and then they disseminate that information in emails or by adding it to the training curriculum. New knowledge translates into higher billing rates, higher margins, and more revenue. Knowledge management is the glue.
Infrastructure also steers strategy.
Because consultants in the field can update the system with the latest billing information, the company avoids the kinds of financial surprises that turn CFOs into insomniacs. Incoming revenue becomes predictable, which will be critical for Netigy after its IPO, says Duston Williams. Because its sales managers know how many proposals and client projects are in the works, they can compare that information with a company's revenue and profit targets and then adjust accordingly. They can tell which services or sectors are likely to be more profitable than others. Such information transparency helps Netigy avoid staffing problems too.