Babson Case Number: BAB102 | Length: 28 Pages

Abstract

MWH was striving to become a global leader in water/environment, energy and infrastructure sectors through an expanding set of services, products and construction capabilities by leveraging its global position and knowledge management concepts. As this concept was evolving, it needed to continuously show value back to staff, managers, and the company as a whole. MWH executives wanted to continue to expand KM usage across geographic and business divisions.
The protagonist of this case, Vic Gulas, had recently expanded his responsibilities to include leading the human resources (HR) and information technology groups. By leading the IT, HR, and KM groups, he could devise strategies to address both the technology and social aspects of knowledge management. However, given limited resources and the time pressures to continue to show results, he was confronted with several potentially competing strategies to pursue. Gulas’ decision on which course of action to take would determine the role KM would play at MWH in the future.