"We've spent $200 million in advertising and $40 million in consulting fees just to keep our nose above water--there has to be a better way!" - Fortune 500 CEO

Enhancing Knowledge & Risk Management Systems 
AHPL takes a very broad, next-generation perspective on the role that Knowledge and Risk Management must play in the pressured dynamics of the “Next Economy.” These dynamics require that the successful company expand its traditional definition of KM to include the mission-critical functions of Risk Assessment and Management, Technology and Measurement Systems

We are in business to help our Clients achieve improved business performance through risk mitigation by the creation of an informed, technologically-enabled and measurement focused organization.

Our belief is that without this broader definition, the end-goal of making better informed business decisions cannot be achieved.

Which is why AHPL has created an expanded practice that delivers an enhanced ability for its Clients to not only better manage the traditional aspects of risk, but to extend the Client’s ability to look “over the horizon” and to identify, track and assess potential business risks before they gain traction.

In addition, this practice integrates the critical technological expertise to ensure that enhanced knowledge (as opposed to tonnage of information) is acquired, analyzed and propagated horizontally across the organization in a form that is consistent, timely and actionable.

Finally, the demands of the “Next Economy” require that the forward-thinking company created a “closed-loop” measurement system that captures a broad spectrum of mission-critical market intelligence, including risk factors, coupled with consumer segmentation, channel segmentation, customer adoption performance and long-term CRM and customer profitability management.

As such, our Practice consists of the following areas of concentration:


Enhancing Knowledge Management Systems

Most companies consider Knowledge Management in the context of implementing a Customer Relationship Management (CRM) system, or internal publishing, reporting or other document management enhancements. Unfortunately, the cost of such a system (as measured by Total Cost of Ownership) may be vastly larger than any sensible projected return. TCO includes not only the hardware and software to support the system, but the time and effort to change workflow processes and company culture and organizational responsibilities to comply with it.

Knowledge management is like strong medicine; a little goes a long way. To be effective and cost effective, a KM project needs to have specific goals and measurable outcomes, just like any other project. The danger in a vendor managed KM implementation is that the volume of information that a business needs to manage as company-wide knowledge is usually only a fraction of the total volume of information available. Most vendors have the skills and disciplines for the implementation, but not the business understanding to deliver a customized solution for your business. We provide the link between your executive and managerial needs and the vendor that you have chosen.

KM implementation categories that have proven value include:

Our Knowledge Management Systems practice consists of:

Marketplace Measurement Systems
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