贝恩Bain咨询公司的知识管理31页PPT课件.ppt

1、1NY Infotoday preez 1Most executives are not happy with KM Average of31 ToolsKnowledgeManagement3.763.220.01.02.03.04.0Satisfaction (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

2、at Getting Financial Results?Source: Bain Management Tools & Techniques Survey (2019)2NY Infotoday preez 1Why KM Often FailsiNot enough thought before technologyiNot properly defining KM for the organizationiViewing KM as a separate function, versus just a part of business strategyiMisguided focus o

3、n people and process 3NY Infotoday preez 1Bain has created a leading KM capabilityiA good strategy for content creation and capture- Focused, high value investments in intellectual capital- Deep mining of ongoing learnings from projectsiThe GXC - a great KM system- Classification/taxonomies- Integra

4、tion of internal and external content- Integration of learning and knowledge- Powerful searchiA lean, value-added KM team that - makes the process work- fits into existing company structuresiA culture of sharing, not hoarding- Tacit- Codified4NY Infotoday preez 1Why KM matters to consulting firmsiTw

5、o core assets: people and reputationiOur “product” is intangibleiGlobal business, but with local differencesiPartnerships, not hierarchiesNature:iGeneric frameworks and data are commoditizingiIndustry life cycles shrinkingiMore MBAs, low entry barriers competition!iGlobal service is requiredTrends:“

6、Knowledge” is a critical capability for consulting firms 5NY Infotoday preez 1Knowledge example in consultingYoure working in the PC IndustryDataKnowledgeiMarket sizeiMarket shareiCompetitor pricesA commodityiThe best way to segment the consumer marketiHow to streamline the supply chainiImpact of su

7、pplier consolidation on OEMsA differentiatorWorld class KM programs manage & share both6NY Infotoday preez 1Overview of Bain and CompanySan FranciscoMexico CityBostonTorontoChicagoMoscowRomeMunichMilanBrusselsLondonTokyoSeoulHong KongSingaporeSydneyDallasParisZurichBeijingAtlantaLos AngelesMadridSto

8、ckholmJohannesburgSao PauloNew Yorki 26 offices, working in 9 languagesi Over 2,500 consulting staff, “generalist” modeli Strict conflict and sharing standards7NY Infotoday preez 1Many KM failures over our first 26 years(1973-83)“Word of Mouth”(1983-93)“Experience Center”(1993-99) “BRAVA”i Many atte

9、mpts 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 still in file cabinets-We still depended on word of mouth to find experts -We redid the s

10、ame work multiple times each year8NY Infotoday preez 1Bains approach for getting it rightCreateCaptureOrganizeTransferUseBusinessstrategyKM Objectivesi Define KM for the companyi Define your content strategy, and what needs to be created to support your strategyi Determine how to capture (e.g., form

11、at, 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:9NY Infotoday preez 1The objectives of KM for BainWhat Its NotiAdva

12、nce 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 case” i Apply Bains best global insights and ap

13、proaches - No “re-inventing the wheel”Drive client results10NY Infotoday preez 1Bains knowledge is centered around our case teamsKnowledge “Needs”iBains point of view on the industry and case topiciGreat examples and approachesiAccess to internal expertsiExternal ResearchKnowledge “Outputs”iNew indu

14、stry 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 months)(6 months +)11NY Infotoday

15、preez 1Our 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- Capability areasi“Reusab

16、le” formatsiShort shelf lifeTools and skillsiBains core global toolkitiEmbedded in our staff training programsiLong shelf life12NY Infotoday preez 1The BVU and GXCExternal contentBains case & people experienceCodified BaininsightsTools and skillsBVU 1.0Launched 2019GXC 1.0launched 2000GXC 2.0BVU 2.0

17、Launched October 201913NY Infotoday preez 1GXC 2.0 home page14NY Infotoday preez 1Additional screen shots removed due to sensitivity15NY Infotoday preez 110 industry pages on the GXC16NY Infotoday preez 1Presentations are in an easy-to-use, web-based format17NY Infotoday preez 1Bain Virtual Universi

18、ty18NY Infotoday preez 1BVU video modules19NY Infotoday preez 1New External Sources Page speeds upyour research20NY Infotoday preez 1The 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 Australi

19、a 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 the Financial Services Page to create a presentation for the client in only 1 day. It was fantastic!” V

20、P, 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.”Bain Client21NY Infotoday preez 1Bain knowledge creation and capture Proposals Case summaries In-depth

21、 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 cases New data sources from every caseOutput: Focused investments Create new Bain points of viewIP Development Driven by Indu

22、stry & Capability Practices22NY Infotoday preez 1Many roles make this process worki Dedicated facilitators for knowledge capture and sharingi Office-based GXC evangelisti Runs office incentive programsi Best external data sourcesi Research databasesi Partners who oversee Bains global Capability and

23、Industry practicesiContribute best work to share across BainCase TeamPractice AreasKnowledge OfficerInfo ServicesKnowledge Broker23Knowledge Brokers at BainKnowledge SpecialistRegional Knowledge Brokeri Assigned by Industry or Capability Practice Areai Manages the GXC content and web site in their a

24、reasi 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 their offices- Assist finding content/people- Ensures accurate case tagging- Helps write case summariesi Probe

25、s 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 generalists”“Global topic specialists”24NY Infotoday preez 1Metrics and incentivesOfficePractice AreaIndivi

26、duali 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 office- For all KM effortsi Practice Scorecard- Measures KM progress in PA- Sent quarte

27、rly 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”25NY Infotoday preez 1So whats the impact?iWe cant and wont measure ROI- Most of the costs are “soft” a

28、nd 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 sufficient26NY Infotoday preez 1Our framework for KM impactImproveStaffProductivi

29、ty Build Relationships/ IncreaserevenuesDecreasecostsDrive client results27NY Infotoday preez 1What we know so farImproveStaffProductivity Build Relationships/ IncreaserevenuesDecreasecostsDrive client resultsiTeams deliver better quality and results, in less time- More time to “crack the case”- Acc

30、ess 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%+ fasteri Contact within the Bain network has increasedi Client leads have increasedi Win rates at “bakeoffs” have growniClassroom

31、training costs cut by $1M- Shorter programs- No paperiCaseteam expenses have decreased- Research- Telecom costs28NY Infotoday preez 1Our next stepsImproveStaffProductivity Build Relationships/ IncreaserevenuesDecreasecostsDrive client resultsiInstitutionalize regular customer research on the impact

32、of KM on our jobs- Partners - Other consulting staff levelsiStructured interviews and surveys, built around this impact frameworkiUse results to direct- Changes to content strategy and priorities- Addition investments in the GXC- Further process improvements29NY Infotoday preez 1Our key learningsiIn

33、ternal and external knowledge togetheriContent and thought first, before the technologyiMassive focus on people and process- Knowledge Brokers- Practice Area VPsiCommitment from top managementiQuality over quantityiBuild around how people really work and what they need 更多精品资请访问更多精品资请访问 更多品资源请访问更多品资源请访问