贝恩Bain咨询公司的知识管理

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 s

2、atisfaction (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

3、1 why km often fails inot enough thought before technology inot properly defining km for the organization iviewing km as a separate function, versus just a part of business strategy imisguided focus on people and process 4 ny infotoday preez 1 bain has created a leading km capability ia good strateg

4、y for content creation and capture - focused, high value investments in intellectual capital - deep mining of ongoing learnings from projects ithe gxc - a great km system - classification/taxonomies - integration of internal and external content - integration of learning and knowledge - powerful sea

5、rch ia lean, value-added km team that - makes the process work - fits into existing company structures ia culture of sharing, not hoarding - tacit - codified 5 ny infotoday preez 1 why km matters to consulting firms itwo core assets: people and reputation iour “product” is intangible iglobal busines

6、s, but with local differences ipartnerships, not hierarchies nature: igeneric frameworks and data are commoditizing iindustry life cycles shrinking imore mbas, low entry barriers competition! iglobal service is required trends: “knowledge” is a critical capability for consulting firms 6 ny infotoday

7、 preez 1 knowledge example in consulting youre working in the pc industry dataknowledge imarket size imarket share icompetitor prices a commodity ithe best way to segment the consumer market ihow to streamline the supply chain iimpact of supplier consolidation on oems a differentiator world class km

8、 programs manage & share both 7 ny infotoday preez 1 overview of bain and company san francisco mexico city boston toronto chicago moscow rome munichmilan brussels london tokyo seoul hong kong singapore sydney dallas paris zurich beijing atlanta los angeles madrid stockholm johannesburg sao paulo ne

9、w york i 26 offices, working in 9 languages i over 2,500 consulting staff, “generalist model i 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 i many attempts at km over our f

10、irst 25 years i but none worked. examples of our everyday pain i proposals still kept by each partner requiring email and fax i research tools werent sufficient to do the job i our “best work was still in file cabinets i we still depended on word of mouth to find experts i we redid the same work mul

11、tiple times each year 9 ny infotoday preez 1 bains approach for getting it right create capture organize transfer use business strategy km objectives i define km for the company i define your content strategy, and what needs to be created to support your strategy i determine how to capture (e.g., fo

12、rmat, timing) i organize and classify knowledge based on the business “view of the world i determine best modes for transferring and sharing knowledge i 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 it

13、s not iadvance the science ibecome famous authors ifancy portals idocument management what it is i provide our staff with the tools and skills to develop i enable our consulting staff to work better and faster - selling to new clients - starting up work - “cracking the case” i apply bains best globa

14、l insights and approaches - no “re-inventing the wheel” drive client results 11 ny infotoday preez 1 bains knowledge is centered around our case teams knowledge “needs” ibains point of view on the industry and case topic igreat examples and approaches iaccess to internal experts iexternal research k

15、nowledge “outputs”inew industry insights inew approaches (and solutions) to problems iupdate to bains point of view iinsights 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)

16、(1-6 months)(6 months +) 12 ny infotoday preez 1 our content strategy imajor research databases itop external data sources external content bains case & people experience isanitized summaries of every client project istaff profiles & expertise ifor “tacit” sharing codified bain insights ibains criti

17、cal ip - industry verticals - capability areas i“reusable” formats ishort shelf life tools and skills ibains core global toolkit iembedded in our staff training programs ilong shelf life 13 ny infotoday preez 1 the bvu and gxc external content bains case & people experience codified bain insights to

18、ols 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 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 presentat

19、ions 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 preez 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 a

20、ble 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 been 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

21、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, dallas “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

22、. 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 start-up case-end minimum goal: capture on 50% of cases 100% compliance accurate case tagging one good module on 50% of cases new dat

23、a 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 roles make this process work i dedicated facilitators for knowledge capture and sharing i office-based gxc evangelist i runs offi

24、ce incentive programs i best external data sources i research databases i partners who oversee bains global capability and industry practices icontribute best work to share across bain case team practice areas knowledge officer info services knowledge broker 24 knowledge brokers at bain knowledge sp

25、ecialist regional knowledge broker i assigned by industry or capability practice area i manages the gxc content and web site in their areas i coordinates ip development and capture with practice area vps i supports practice area on communications, projects and incentives i assigned by office i gener

26、alist km support to teams in their offices - assist finding content/people - ensures accurate case tagging - helps write case summaries i probes case teams to find potential team insights to codify - case end manager interview - interfaces with relevant knowledge specialists i runs office incentive

27、programs with knowledge officer “office generalists “global topic specialists 25 ny infotoday preez 1 metrics and incentives officepractice areaindividual i office km scorecard - measures all office km contributions - normalizes for size - sent quarterly to office heads and md i km factored in offic

28、e head performance i annual office knowledge award - 1 large, 1 small office - for all km efforts i practice scorecard - measures km progress in pa - sent quarterly to pa heads and md i km is a core factor of performance and comp for pa heads i annual vp ratings i assess km contributions by each vp

29、i factored into annual comp i office-based “sticks and carrots 26 ny infotoday preez 1 so whats the impact? iwe cant and wont measure roi imost of the costs are “soft and cant be measured iour product is intangible ikm is only one of many inputs itoday we capture many key success indicators iusage i

30、satisfaction (annual surveys) ionline quality ratings iinformal “feel ibut, this is not sufficient 27 ny infotoday preez 1 our framework for km impact improve staff productivity build relationships/ increase revenues decrease costs drive client results 28 ny infotoday preez 1 what we know so far imp

31、rove staff productivity build relationships/ increase revenues decrease costs drive client results iteams deliver better quality and results, in less time - more time to “crack the case” - access to the “best” insights - better client collaboration iour client work is globally consistent i partners build proposals in 30% less time i the case team process runs 3