KM Project Failure Case Study of EBANK

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Senior management at this major European bank – EBANK, decided to develop a worldwide communications network to connect the many independent businesses within the group, using Internet technology. 

The intention was that staff would be able to take information from both internal and external sources, to advise business clients more comprehensively.

This would come from different departments and locations.

EBANK set up a centrally funded and guided pilot project, that:

• showed the potential benefits of such technologies
• stimulated many local units to create KM initiatives, suited to their needs and which they funded locally
• the work of translating the global KM vision was left to people at local level
• produced many independent, inconsistent KM initiatives
  (increasing rather than decreasing barriers to communication within the firm)
• the existing, autonomous culture of the separate units overcame the desire of the centre for closer co-operation

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Reference(s)
	Web		Jones International University. (2000) Case Study – EBANK: Knowledge Management and ICTs [Online]. Jones International University: United States of America (USA), Colorado (CO), Arapahoe County, Centennial. [Accessed on]. [Available on: Jones: http://courses.jonesinternational.edu/private/jiu/media/pdf/edu623/edu623_ebank.pdf].

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Reference (or cite) Article
	Kahlon, R. S. (2013) KM Project Failure Case Study of EBANK [Online]. dkode: United Kingdom, England, London. [Published on: 2013-01-26]. [Article ID: RSK666-0000087]. [Available on: dkode | Ravi - https://ravi.dkode.co/2013/01/km-project-failure-case-study-of-ebank.html].

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