re helpful, it is also important for the company to focus on new fresh ideas that were not part of the knowledge base.A similar theme was seen in the European Telecom case where the consultants working for McKinsey wanted to implement a new innovative way of sharing information in the telecom industry, which was outside of the traditional inter company knowledge base. Telecom was growing so rapidly that it was difficult for Soderstrom working as the sole "intelligent switch", to maintain all of the info coming in about telecom. But their proposals for an intranet, (system where all ideas could be shared regarding telecom, without the intelligent switch acting as the keeper) were met with fears that this would be a another step towards compartmentalizing , and the increasing difficulty in sharing this knowledge with other aspects of the company. It's also obvious that management has neglected to provide efficient channels in which knowledge for rapidly expanding industries. And now that the telecom associates want to start their own more advanced method of sharing there is fear that they are alienating the rest of the company.The third mini case shows that management was also partially successful in it's attempt to give the "strategy specialists" a certain and prominent career path. Normally such associates like Steve Dull would not have chosen a career as a specialist because they tended to be treated like second class citizens, and normally their career path was not as bright as regular consultants who served clients. This is a testament to the strides management made to change the feeling within the company about specialists. They committed to increase the percentage of partners who were specialists from the previous mark of 5 % to 15 to 20% .However, as seen in the latter part of the case, this may be too little too late. Mr. Dull was considering writing his own book , and further trying to give his career a boost , as he did not ...
