贝恩Bain咨询公司的知识管理KnowledgeManagementatBain课件.ppt

1、Knowledge Management at Bain2Most 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

2、Tool at Getting Financial Results?Source:Bain Management Tools&Techniques Survey(2001)3Why 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 on people and process

3、 4Bain 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-Integration of internal and external content-Integrati

4、on 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-Codified5Why KM matters to consulting firmsiTwo core assets:people and reputationiOur“product”is intangibleiGlobal busines

5、s,but with local differencesiPartnerships,not hierarchiesNature:iGeneric frameworks and data are commoditizingiIndustry life cycles shrinkingiMore MBAs,low entry barriers competition!iGlobal service is requiredTrends:“Knowledge”is a critical capability for consulting firms 6Knowledge example in cons

6、ultingYoure working in the PC IndustryDataKnowledgeiMarket sizeiMarket shareiCompetitor 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 both7Overview of Bain

7、and CompanySan FranciscoMexico CityBostonTorontoChicagoMoscowRomeMunichMilanBrusselsLondonTokyoSeoulHong KongSingaporeSydneyDallasParisZurichBeijingAtlantaLos AngelesMadridStockholmJohannesburgSao PauloNew Yorki 26 offices,working in 9 languagesi Over 2,500 consulting staff,“generalist”modeli Strict

8、 conflict and sharing standards8Many 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 first 25 yearsi But none worked.Examples of our everyday pain-Proposals still kept by each partner requiring email and fax-Resear

9、ch 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 year9Bains approach for getting it rightCreateCaptureOrganizeTransferUseBusinessstrategyKM Objectivesi Define KM for the co

10、mpanyi Define your content strategy,and what needs to be created 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.

11、g.,IT)make use as easy as possibleKey elements of KM:10The 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 -selli

12、ng to new clients -starting up work -“cracking the case”i Apply Bains best global insights and approaches -No“re-inventing the wheel”Drive client results11Bains knowledge is centered around our case teamsKnowledge“Needs”iBains point of view on the industry and case topiciGreat examples and approache

13、siAccess to internal expertsiExternal ResearchKnowledge“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 an

14、d team)(1-3 weeks)(1-2 weeks)(1-6 months)(6 months+)12Our content strategyiMajor research databasesiTop external data sourcesExternal contentBains case&people experienceiSanitized summaries of every client projectiStaff profiles&expertiseiFor“tacit”sharingCodified BaininsightsiBains critical IP-Indu

15、stry verticals-Capability areasi“Reusable”formatsiShort shelf lifeTools and skillsiBains core global toolkitiEmbedded in our staff training programsiLong shelf life13The BVU and GXCExternal contentBains case&people experienceCodified BaininsightsTools and skillsBVU 1.0Launched 1999GXC 1.0launched 20

16、00GXC 2.0BVU 2.0Launched October 200214GXC 2.0 home page15Additional screen shots removed due to sensitivity1610 industry pages on the GXC17Presentations are in an easy-to-use,web-based format18Bain Virtual University19BVU video modules20New External Sources Page speeds upyour research21The GXC has

17、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 meet with any quality,but we got it done.I love this tool!”Manager,Sydney“W

18、e 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 system is one of the most intuitive and sophisticated that I have ever seen.You c

19、ould do alot to help us out in this area.”Bain Client22Bain 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 cases

20、 New data sources from every caseOutput:Focused investments Create new Bain points of viewIP Development Driven by Industry&Capability Practices23Many roles make this process worki Dedicated facilitators for knowledge capture and sharingi Office-based GXC evangelisti Runs office incentive programsi

21、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 Broker24Knowledge Brokers at BainKnowledge SpecialistRegional Knowledge Brokeri

22、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 their offices-

23、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 generalists”“Glo

24、bal topic specialists”25Metrics 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 office-For all KM eff

25、ortsi 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”26So whats the impact?iWe cant and wont mea

26、sure 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 sufficient27Our framework for KM impactImproveStaffPr

27、oductivity Build Relationships/IncreaserevenuesDecreasecostsDrive client results28What 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”in

28、sights-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 training costs cut by$1M-

29、Shorter programs-No paperiCaseteam expenses have decreased-Research-Telecom costs29Our next stepsImproveStaffProductivity Build Relationships/IncreaserevenuesDecreasecostsDrive client resultsiInstitutionalize regular customer research on the impact of KM on our jobs-Partners-Other consulting staff l

30、evelsiStructured interviews and surveys,built around this impact frameworkiUse results to direct-Changes to content strategy and priorities-Addition investments in the GXC-Further process improvements30Our key learningsiInternal 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