某咨詢公司的知識(shí)管理教材

1、This information is confidential and was prepared by Bain & Company, Inc. solely for the use of our client; it is not to be relied on by any 3rd party without Bains prior written consent.Knowledge Management at BainMost executives are not happy with KM Average of31 ToolsKnowledgeManagement3.763.

2、220.01.02.03.04.0Satisfaction (1 to 5) Average of31 ToolsKnowledgeManagement3.552.960.01.02.03.04.0Rating (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)2Why KM Often

3、 FailsiNot enough thought before technologyiNot properly defining KM for the organizationiViewing KM as a separate function, versus just a part of business strategyiMisguided focus on people and process 3Bain has created a leading KM capabilityiA good strategy for content creation and capture- Focus

4、ed, high value investments in intellectual capital- Deep mining of ongoing learnings from projectsiThe GXC - a great KM system- Classification/taxonomies- Integration of internal and external content- Integration of learning and knowledge- Powerful searchiA lean, value-added KM team that - makes the

5、 process work- fits into existing company structuresiA culture of sharing, not hoarding- Tacit- Codified4Why KM matters to consulting firmsiTwo core assets: people and reputationiOur “product” is intangibleiGlobal business, but with local differencesiPartnerships, not hierarchiesNature:iGeneric fram

6、eworks and data are commoditizingiIndustry life cycles shrinkingiMore MBAs, low entry barriers competition!iGlobal service is requiredTrends:“Knowledge” is a critical capability for consulting firms 5Knowledge example in consultingYoure working in the PC IndustryDataKnowledgeiMarket sizeiMarket shar

7、eiCompetitor pricesA commodityiThe best way to segment the consumer marketiHow to streamline the supply chainiImpact of supplier consolidation on OEMsA differentiatorWorld class KM programs manage & share both6Overview of Bain and CompanySan FranciscoMexico CityBostonTorontoChicagoMoscowRomeMuni

8、chMilanBrusselsLondonTokyoSeoulHong KongSingaporeSydneyDallasParisZurichBeijingAtlantaLos AngelesMadridStockholmJohannesburgSao PauloNew Yorki 26 offices, working in 9 languagesi Over 2,500 consulting staff, “generalist” modeli Strict conflict and sharing standards7Many KM failures over our first 26

9、 years(1973-83)“Word of Mouth”(1983-93)“Experience Center”(1993-99) “BRAVA”i Many attempts at KM over our first 25 yearsi But none worked. Examples of our everyday pain-Proposals still kept by each partner requiring email and fax-Research tools werent sufficient to do the job-Our “best” work was sti

10、ll in file cabinets-We still depended on word of mouth to find experts -We redid the same work multiple times each year8Bains approach for getting it rightCreateCaptureOrganizeTransferUseBusinessstrategyKM Objectivesi Define KM for the companyi Define your content strategy, and what needs to be crea

11、ted to support your strategyi Determine how to capture (e.g., format, timing)i Organize and classify knowledge based on the business “view of the world”i Determine best modes for Transferring and sharing knowledgei Ensure formats and access (e.g., IT) make use as easy as possibleKey elements of KM:9

12、The objectives of KM for BainWhat Its NotiAdvance the scienceiBecome famous authorsiFancy portalsiDocument managementWhat It Isi Provide our staff with the tools and skills to developi Enable our consulting staff to work better and faster - selling to new clients - starting up work - “cracking the c

13、ase” i Apply Bains best global insights and approaches - No “re-inventing the wheel”Drive client results10Bains knowledge is centered around our case teamsKnowledge “Needs”iBains point of view on the industry and case topiciGreat examples and approachesiAccess to internal expertsiExternal ResearchKn

14、owledge “Outputs”iNew industry insightsiNew approaches (and solutions) to problemsiUpdate to Bains point of viewiInsights on managing the case and clientClient DevelopmentCase Start-upIn-Depth Work & RecommendationsImplementation(Partner)(Partner, Manager and team)(1-3 weeks)(1-2 weeks)(1-6 mont

15、hs)(6 months +)11Our content strategyiMajor research databasesiTop external data sourcesExternal contentBains case & people experienceiSanitized summaries of every client projectiStaff profiles & expertiseiFor “tacit” sharingCodified BaininsightsiBains critical IP- Industry verticals- Capabi

16、lity areasi“Reusable” formatsiShort shelf lifeTools and skillsiBains core global toolkitiEmbedded in our staff training programsiLong shelf life12The BVU and GXCExternal contentBains case & people experienceCodified BaininsightsTools and skillsBVU 1.0Launched 1999GXC 1.0launched 2000GXC 2.0BVU 2

17、.0Launched October 200213GXC 2.0 home page14Additional screen shots removed due to sensitivity1510 industry pages on the GXC16Presentations are in an easy-to-use, web-based format17Bain Virtual University18BVU video modules19New External Sources Page speeds upyour research20The GXC has changed the w

18、ay 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 been impossible to meet with any quality, but we got it done. I love this tool!”Manager, Sydney“We pulled

19、 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, Dallas“Your KM system is one of the most intuitive and sophisticated that I have ever seen. You cou

20、ld do alot to help us out in this area.”Bain Client21Bain knowledge creation and capture Proposals Case summaries In-depth codified modules Top external sourcesSellingprocess CaseStart-upCase-endMinimum Goal: Capture on 50% of cases 100% compliance Accurate case tagging One good module on 50% of cas

21、es New data sources from every caseOutput: Focused investments Create new Bain points of viewIP Development Driven by Industry & Capability Practices22Many roles make this process worki Dedicated facilitators for knowledge capture and sharingi Office-based GXC evangelisti Runs office incentive p

22、rogramsi Best external data sourcesi Research databasesi Partners who oversee Bains global Capability and Industry practicesiContribute best work to share across BainCase TeamPractice AreasKnowledge OfficerInfo ServicesKnowledge Broker23Knowledge Brokers at BainKnowledge SpecialistRegional Knowledge

23、 Brokeri Assigned by Industry or Capability Practice Areai Manages the GXC content and web site in their areasi Coordinates IP development and capture with Practice Area VPsi Supports Practice Area on communications, projects and incentivesi Assigned by officei Generalist KM support to teams in thei

24、r offices- Assist finding content/people- Ensures accurate case tagging- Helps write case summariesi Probes case teams to find potential team insights to codify- Case end manager interview- Interfaces with relevant Knowledge Specialistsi Runs office incentive programs with Knowledge Officer“Office g

25、eneralists”“Global topic specialists”24Metrics and incentivesOfficePractice AreaIndividuali Office KM Scorecard- Measures all office KM contributions- Normalizes for size- Sent quarterly to office heads and MDi KM factored in Office Head performancei Annual Office Knowledge Award- 1 large, 1 small o

26、ffice- For all KM effortsi Practice Scorecard- Measures KM progress in PA- Sent quarterly to PA heads and MDi KM is a core factor of performance and comp for PA headsi Annual VP ratings- Assess KM contributions by each VP- Factored into annual compi Office-based “sticks and carrots”25So whats the im

27、pact?iWe 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 inputsiToday we capture many key success indicators- Usage- Satisfaction (annual surveys)- Online quality ratings- Informal “feel”iBut, this is not sufficient26Our

28、 framework for KM impactImproveStaffProductivity Build Relationships/ IncreaserevenuesDecreasecostsDrive client results27What we know so farImproveStaffProductivity Build Relationships/ IncreaserevenuesDecreasecostsDrive client resultsiTeams deliver better quality and results, in less time- More time to “crack the case”- Access to the “best” insights- Better client collaborationiOur client work is globally consistenti Partners build proposals in 30% less timei The case team process runs 30%+ faste