貝恩Bain咨詢公司的知識(shí)管理-全英文(+30)ppt課件

1、Knowledge Management at BainMost executives are not happy with KM“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).Why KM Often FailsNot enough thought before technologyNot properly

2、 defining KM for the organizationViewing KM as a separate function, versus just a part of business strategyMisguided focus on people and process .Bain has created a leading KM capabilityA good strategy for content creation and captureFocused, high value investments in intellectual capitalDeep mining

3、 of ongoing learnings from projectsThe GXC - a great KM systemClassification/taxonomiesIntegration of internal and external contentIntegration of learning and knowledgePowerful searchA lean, value-added KM team that makes the process workfits into existing company structuresA culture of sharing, not

4、 hoardingTacitCodified.Why KM matters to consulting firmsTwo core assets: people and reputationOur “product is intangibleGlobal business, but with local differencesPartnerships, not hierarchiesNature:Generic frameworks and data are commoditizingIndustry life cycles shrinkingMore MBAs, low entry barr

5、iers competition!Global service is requiredTrends:“Knowledge is a critical capability for consulting firms .Knowledge example in consultingYoure working in the PC IndustryDataKnowledgeMarket sizeMarket shareCompetitor pricesA commodityThe best way to segment the consumer marketHow to streamline the

6、supply chainImpact of supplier consolidation on OEMsA differentiatorWorld class KM programs manage & share both.Overview of Bain and CompanySan FranciscoMexico CityBostonTorontoChicagoMoscowRomeMunichMilanBrusselsLondonTokyoSeoulHong KongSingaporeSydneyDallasParisZurichAtlantaLos AngelesMadridStockh

7、olmJohannesburgSao PauloNew York26 offices, working in 9 languagesOver 2,500 consulting staff, “generalist modelStrict conflict and sharing standards.Many KM failures over our first 26 years(1973-83)“Word of Mouth(1983-93)“Experience Center(1993-99) “BRAVAMany attempts at KM over our first 25 yearsB

8、ut none worked. Examples of our everyday painProposals still kept by each partner requiring and faxResearch tools werent sufficient to do the jobOur “best work was still in file cabinetsWe still depended on word of mouth to find experts We redid the same work multiple times each year.Bains approach

9、for getting it rightCreateCaptureOrganizeTransferUseBusinessstrategyKM ObjectivesDefine KM for the companyDefine your content strategy, and what needs to be created to support your strategyDetermine how to capture (e.g., format, timing)Organize and classify knowledge based on the business “view of t

10、he worldDetermine best modes for Transferring and sharing knowledgeEnsure formats and access (e.g., IT) make use as easy as possibleKey elements of KM:.The objectives of KM for BainWhat Its NotAdvance the scienceBecome famous authorsFancy portalsDocument managementWhat It IsProvide our staff with th

11、e tools and skills to developEnable 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 wheelDrive client results.Bains knowledge is centered around our case teamsKnowle

12、dge “NeedsBains point of view on the industry and case topicGreat examples and approachesAccess to internal expertsExternal ResearchKnowledge “OutputsNew industry insightsNew approaches (and solutions) to problemsUpdate to Bains point of viewInsights on managing the case and clientClient Development

13、Case Start-upIn-Depth Work & RecommendationsImplementation(Partner)(Partner, Manager and team)(1-3 weeks)(1-2 weeks)(1-6 months)(6 months +).Our content strategyMajor research databasesTop external data sourcesExternal contentBains case & people experienceSanitized summaries of every client projectS

14、taff profiles & expertiseFor “tacit sharingCodified BaininsightsBains critical IPIndustry verticalsCapability areas“Reusable formatsShort shelf lifeTools and skillsBains core global toolkitEmbedded in our staff training programsLong shelf life.The BVU and GXCExternal contentBains case & people exper

15、ienceCodified BaininsightsTools and skillsBVU 1.0Launched 1999GXC 1.0launched 2000GXC 2.0BVU 2.0Launched October 2002.GXC 2.0 home page.Additional screen shots removed due to sensitivity.10 industry pages on the GXC.Presentations are in an easy-to-use, web-based format.Bain Virtual University.BVU vi

16、deo modules.New External Sources Page speeds upyour research.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 been impossible to

17、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, Dallas“Your KM s

18、ystem 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.Bain knowledge creation and captureProposalsCase summariesIn-depth codified modulesTop external sourcesSellingprocess CaseStart-upCase-endMinimum Goal:Capture on 50%

19、of cases100% complianceAccurate case taggingOne good module on 50% of cases New data sources from every caseOutput:Focused investmentsCreate new Bain points of viewIP DevelopmentDriven by Industry & Capability Practices.Many roles make this process workDedicated facilitators for knowledge capture an

20、d sharingOffice-based GXC evangelistRuns office incentive programsBest external data sourcesResearch databasesPartners who oversee Bains global Capability and Industry practicesContribute best work to share across BainCase TeamPractice AreasKnowledge OfficerInfo ServicesKnowledge Broker.Knowledge Br

21、okers at BainKnowledge SpecialistRegional Knowledge BrokerAssigned by Industry or Capability Practice AreaManages the GXC content and web site in their areasCoordinates IP development and capture with Practice Area VPsSupports Practice Area on communications, projects and incentivesAssigned by offic

22、eGeneralist KM support to teams in their officesAssist finding content/peopleEnsures accurate case taggingHelps write case summariesProbes case teams to find potential team insights to codifyCase end manager interviewInterfaces with relevant Knowledge SpecialistsRuns office incentive programs with K

23、nowledge Officer“Office generalists“Global topic specialists.Metrics and incentivesOfficePractice AreaIndividualOffice KM ScorecardMeasures all office KM contributionsNormalizes for sizeSent quarterly to office heads and MDKM factored in Office Head performanceAnnual Office Knowledge Award1 large, 1

24、 small officeFor all KM effortsPractice ScorecardMeasures KM progress in PASent quarterly to PA heads and MDKM is a core factor of performance and comp for PA headsAnnual VP ratingsAssess KM contributions by each VPFactored into annual compOffice-based “sticks and carrots.So whats the impact?We cant

25、 and wont measure ROIMost of the costs are “soft and cant be measuredOur product is intangibleKM is only one of many inputsToday we capture many key success indicatorsUsageSatisfaction (annual surveys)Online quality ratingsInformal “feelBut, this is not sufficient.Our framework for KM impactImproveS

26、taffProductivity Build Relationships/ IncreaserevenuesDecreasecostsDrive client results.What we know so farImproveStaffProductivity Build Relationships/ IncreaserevenuesDecreasecostsDrive client resultsTeams deliver better quality and results, in less timeMore time to “crack the caseAccess to the “best insightsBetter client collaborationOur client work is globally consistentPartners build proposals in 30% less timeThe case team process runs 30%+ fasterContact within the Bain n