贝恩Bain咨询公司的知识管理1

1、This information is confidential and was prepared by Bain it is not to be relied on by any 3rd party without Bains prior written consent,Knowledge Management at,Bain,2,NY Infotoday preez 1,Most executives are not happy with KM,Average of,31 Tools,Knowledge,Management,3.76,3.22,0.0,1.0,2.0,3.0,4.0,Sa

2、tisfaction (1 to 5,Average of,31 Tools,Knowledge,Management,3.55,2.96,0.0,1.0,2.0,3.0,4.0,Rating (1 to 5,How Satisfied Are You with,Each Management Tool,How Good is Each Management,Tool at Getting Financial Results,Source: Bain Management Tools & Techniques Survey (2001,3,NY Infotoday preez 1,Why KM

3、 Often Fails,Not enough thought before technology,Not properly defining KM for the organization,Viewing KM as a separate function, versus,just a part of business strategy,Misguided focus on people and process,4,NY Infotoday preez 1,Bain has created a leading KM capability,A good strategy for content

4、 creation and capture,Focused, high value investments in intellectual capital,Deep mining of ongoing learnings from projects,The GXC - a great KM system,Classification/taxonomies,Integration of internal and external content,Integration of learning and knowledge,Powerful search,A lean, value-added KM

5、 team that,makes the process work,fits into existing company structures,A culture of sharing, not hoarding,Tacit,Codified,5,NY Infotoday preez 1,Why KM matters to consulting firms,Two core assets: people and reputation,Our “product” is intangible,Global business, but with local differences,Partnersh

6、ips, not hierarchies,Nature,Generic frameworks and data are commoditizing,Industry life cycles shrinking,More MBAs, low entry barriers,competition,Global service is required,Trends,Knowledge” is a critical,capability for consulting firms,6,NY Infotoday preez 1,Knowledge example in consulting,Youre w

7、orking in the PC Industry,Data,Knowledge,Market size,Market share,Competitor prices,A commodity,The best way to segment,the consumer market,How to streamline the,supply chain,Impact of supplier,consolidation on OEMs,A differentiator,World class KM programs manage & share both,7,NY Infotoday preez 1,

8、Overview of Bain and Company,San Francisco,Mexico City,Boston,Toronto,Chicago,Moscow,Rome,Munich,Milan,Brussels,London,Tokyo,Seoul,Hong Kong,Singapore,Sydney,Dallas,Paris,Zurich,Beijing,A,tlanta,Los Angeles,Madrid,Stockholm,Johannesburg,Sao Paulo,New York,26 offices, working in 9 languages,Over 2,50

9、0 consulting staff, “generalist” model,Strict conflict and sharing standards,8,NY Infotoday preez 1,Many KM failures over our first 26 years,1973-83,Word of Mouth,1983-93,Experience Center,1993-99,BRAVA,Many attempts at KM over our first 25 years,But none worked. Examples of our everyday pain,Propos

10、als still kept by each partner,requiring email and fax,Research tools werent sufficient to do the job,Our “best” work was still in file cabinets,We still depended on word of mouth to find experts,We redid the same work multiple times each year,9,NY Infotoday preez 1,Bains approach for getting it rig

11、ht,Create,Capture,Organize,Transfer,Use,Business,strategy,KM Objectives,Define KM,for the company,Define your content strategy,and what needs to be,created,to support your strategy,Determine how to,capture,e.g., format, timing,Organize,and classify,knowledge based on the,business “view of the world,

12、Determine best modes for,Transferring,and sharing,knowledge,Ensure formats and access,e.g., IT) make,use,as easy,as possible,Key elements of KM,10,NY Infotoday preez 1,The objectives of KM for Bain,What Its Not,Advance the science,Become famous authors,Fancy portals,Document management,What It Is,Pr

13、ovide our staff with the tools,and skills to develop,Enable our consulting staff to,work better and faster,selling to new clients,starting up work,cracking the case,Apply Bains best global,insights and approaches,No “re,inventing the wheel,Drive client results,11,NY Infotoday preez 1,Bains knowledge

14、 is centered around our,case teams,Knowledge “Needs,Bains point of view,on the industry and case topic,Great examples and approaches,Access to internal experts,External Research,Knowledge “Outputs,New industry,insights,New approaches (and solutions) to,problems,Update to Bains point of view,Insights

15、 on managing the case and client,Client,Development,Case Start,up,In-Depth Work ,Recommendatio,ns,Implementati,on,Partner,Partner, Manager and team,1-3 weeks,1-2 weeks,1-6 months,6 months,12,NY Infotoday preez 1,Our content strategy,Major research databases,Top external data sources,External content

16、,Bains case ,people experience,Sanitized summaries of,every client project,Staff profiles & expertise,For “tacit” sharing,Codified Bain,insights,Bains critical IP,Industry verticals,Capability areas,Reusable” formats,Short shelf life,Tools,and skills,Bains core global toolkit,Embedded in our staff,t

17、raining programs,Long shelf life,13,NY Infotoday preez 1,The BVU and GXC,External content,Bains case ,people experience,Codified Bain,insights,Tools,and skills,BVU 1.0,Launched 1999,GXC 1.0,launched 2000,GXC 2.0,BVU 2.0,Launched,October 2002,14,NY Infotoday preez 1,GXC 2.0 home page,15,NY Infotoday

18、preez 1,Additional screen shots removed due to,sensitivity,16,NY Infotoday preez 1,10 industry pages on the GXC,17,NY Infotoday preez 1,Presentations are in an easy-to-use, web,based format,18,NY Infotoday preez 1,Bain Virtual University,19,NY Infotoday preez 1,BVU video modules,20,NY Infotoday pree

19、z 1,New External Sources Page speeds up,your research,21,NY Infotoday preez 1,The GXC has changed the way Bain works,Thanks to the GXC, I was able to pull together a preez on the,impact of a proposed merger in the internet space here in Australia,in just 24 hours. The deadline would normally have be

20、en impossible,to meet with any quality, but we got it done. I love this tool,Manager,Sydney,We pulled a case example on Asset Management in the Financial,Services Page to create a presentation for the client in only 1 day,It was fantastic,VP,Munich,GXC is fantastic, I am saving hours already,AC, Dal

21、las,Your KM system is one of the most intuitive and sophisticated that I,have ever seen. You could do alot to help us out in this area.,Bain Client,22,NY Infotoday preez 1,Bain knowledge creation and capture,Proposals,Case,summaries,In-depth codified,modules,Top external,sources,Selling,process,Case

22、,Start-up,Case-end,Minimum,Goal,Capture on,50% of,cases,100,compliance,Accurate,case,tagging,One good,module on 50,of cases,New data,sources from,every case,Output,Focused,investments,Create new,Bain points,of view,IP,Development,Driven by,Industry ,Capability,Practices,23,NY Infotoday preez 1,Many

23、roles make this process work,Dedicated facilitators,for knowledge capture,and sharing,Office-based,GXC evangelist,Runs office,incentive,programs,Best external data,sources,Research databases,Partners who,oversee Bains,global Capability,and Industry,practices,Contribute best,work to share,across Bain

24、,Case,Team,Practice,Areas,Knowledge,Officer,Info,Services,Knowledge,Broker,24,Knowledge Brokers at Bain,Knowledge,Specialist,Regional Knowledge,Broker,Assigned by Industry or,Capability Practice Area,Manages the GXC content,and web site in their areas,Coordinates IP development,and capture with Prac

25、tice,Area VPs,Supports Practice Area on,communications, projects,and incentives,Assigned by office,Generalist KM support to teams,in their offices,Assist finding content/people,Ensures accurate case tagging,Helps write case summaries,Probes case teams to find,potential team insights to codify,Case e

26、nd manager interview,Interfaces with relevant,Knowledge Specialists,Runs office incentive programs,with Knowledge Officer,Office generalists,Global topic specialists,25,NY Infotoday preez 1,Metrics and incentives,Office,Practice Area,Individual,Office KM Scorecard,Measures all office,KM contribution

27、s,Normalizes for size,Sent quarterly to,office heads and MD,KM factored in Office,Head performance,Annual Office,Knowledge Award,1 large, 1 small,office,For all KM efforts,Practice Scorecard,Measures KM,progress in PA,Sent quarterly to PA,heads and MD,KM is a core factor,of performance and,comp for

28、PA heads,Annual VP ratings,Assess KM,contributions by,each VP,Factored into annual,comp,Office,based “sticks,and carrots,26,NY Infotoday preez 1,So whats the impact,We cant and wont measure ROI,Most of the costs are “soft” and cant be measured,Our product is intangible,KM is only one of many inputs,Today we capture many key success indicators,Usage,Satisfaction (annual surveys,Online quality ratings,Informal “feel,But, this is not s