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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 Bain2NY Infotoday preez 1Most executives are not happy with KM Average of31 ToolsKnowledg
2、eManagement3.763.220.01.02.03.04.0Satisfaction (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 at Getting Financial Results?Source: Bain Management Tools & Techniques Survey (2001)
3、3NY 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 on people and process 4NY Infotoday preez 1Bain has created a leading KM capabilityiA
4、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- Integration of learning and knowledge- Powerfu
5、l searchiA lean, value-added KM team that - makes the process work- fits into existing company structuresiA culture of sharing, not hoarding- Tacit- Codified5NY Infotoday preez 1Why KM matters to consulting firmsiTwo core assets: people and reputationiOur “product” is intangibleiGlobal business, but
6、 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 6NY Infotoday preez 1Knowled
7、ge 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 supplier consolidation on OEMsA differentiatorWorld class KM programs manage & share bo
8、th7NY Infotoday preez 1Overview of Bain and CompanySan FranciscoMexico CityBostonTorontoChicagoMoscowRomeMunichMilanBrusselsLondonTokyoSeoulHong KongSingaporeSydneyDallasParisZurichBeijingAtlantaLos AngelesMadridStockholmJohannesburgSao PauloNew Yorki 26 offices, working in 9 languagesi Over 2,500 c
9、onsulting staff, “generalist” modeli Strict conflict and sharing standards8NY Infotoday preez 1Many 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-Pr
10、oposals 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 same work multiple times each year9NY Infotoday preez 1Bains approach for getting it r
11、ightCreateCaptureOrganizeTransferUseBusinessstrategyKM 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., format, timing)i Organize and classify knowledge based on the business “view of the world
12、”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:10NY Infotoday preez 1The objectives of KM for BainWhat Its NotiAdvance the scienceiBecome famous authorsiFancy portalsiDocument managementWhat It Isi P
13、rovide 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 approaches - No “re-inventing the wheel”Drive client results11NY Infotoday preez 1Bain
14、s 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 industry insightsiNew approaches (and solutions) to problemsiUpdate to Bains point of vi
15、ewiInsights 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 +)12NY Infotoday preez 1Our content strategyiMajor research databasesiTop external data sourcesExtern
16、al contentBains case & people experienceiSanitized summaries of every client projectiStaff profiles & expertiseiFor “tacit” sharingCodified BaininsightsiBains critical IP- Industry verticals- Capability areasi“Reusable” formatsiShort shelf lifeTools and skillsiBains core global toolkitiEmbedded in o
17、ur staff training programsiLong shelf life13NY Infotoday preez 1The BVU and GXCExternal contentBains case & people experienceCodified BaininsightsTools and skillsBVU 1.0Launched 1999GXC 1.0launched 2000GXC 2.0BVU 2.0Launched October 200214NY Infotoday preez 1GXC 2.0 home page15NY Infotoday preez 1Ad
18、ditional screen shots removed due to sensitivity16NY Infotoday preez 110 industry pages on the GXC17NY Infotoday preez 1Presentations are in an easy-to-use, web-based format18NY Infotoday preez 1Bain Virtual University19NY Infotoday preez 1BVU video modules20NY Infotoday preez 1New External Sources
19、Page speeds upyour research21NY 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 Australia in just 24 hours. The deadline would normally have been impossible to meet with an
20、y 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 system is
21、one of the most intuitive and sophisticated that I have ever seen. You could do alot to help us out in this area.”Bain Client22NY Infotoday preez 1Bain knowledge creation and capture Proposals Case summaries In-depth codified modules Top external sourcesSellingprocess CaseStart-upCase-endMinimum Goa
22、l: 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 Industry & Capability Practices23NY Infotoday preez 1Many roles make this process worki
23、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 Industry practicesiContribute best work to share across BainCase TeamPractice AreasK
24、nowledge OfficerInfo ServicesKnowledge Broker24Knowledge Brokers at BainKnowledge SpecialistRegional Knowledge 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 Practi
25、ce 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 Probes case teams to find potential team insights to codify- Case end manager interview-
26、Interfaces with relevant Knowledge Specialistsi Runs office incentive programs with Knowledge Officer“Office generalists”“Global topic specialists”25NY Infotoday preez 1Metrics and incentivesOfficePractice AreaIndividuali Office KM Scorecard- Measures all office KM contributions- Normalizes for size
27、- 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 quarterly to PA heads and MDi KM is a core factor of performance and comp for PA headsi An
28、nual VP ratings- Assess KM contributions by each VP- Factored into annual compi Office-based “sticks and carrots”26NY Infotoday preez 1So whats the impact?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
29、we capture many key success indicators- Usage- Satisfaction (annual surveys)- Online quality ratings- Informal “feel”iBut, this is not sufficient27NY Infotoday preez 1Our framework for KM impactImproveStaffProductivity Build Relationships/ IncreaserevenuesDecreasecostsDrive client results28NY Infoto
30、day 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”- Access to the “best” insights- Better client collaborationiOur client work is globally
31、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- Shorter programs- No paperiCaseteam expenses have decreas
32、ed- Research- Telecom costs29NY Infotoday preez 1Our next stepsImproveStaffProductivity Build Relationships/ IncreaserevenuesDecreasecostsDrive client resultsiInstitutionalize regular customer research on the impact of KM on our jobs- Partners - Other consulting staff levelsiStructured interviews an
33、d surveys, built around this impact frameworkiUse results to direct- Changes to content strategy and priorities- Addition investments in the GXC- Further process improvements30NY Infotoday preez 1Our 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