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Click to edit master text styles,Second level,Third level,*,NY Infotoday preez 1,Knowledge Management at Bain,Most 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),2,Why KM Often Fails,Not enough thought before technology,Not properly defining KM for the organization,Viewing KM as a separate function,versus just a part of business strategy,Misguided focus on people and process,3,Bain has created a leading KM capability,A good strategy for content creation and capture,Focused,high value investments in intellectual capital,Deep mining of ongoing learnings from projects,The GXC-a great KM system,Classification/taxonomies,Integration of internal and external content,Integration of learning and knowledge,Powerful search,A lean,value-added KM team that,makes the process work,fits into existing company structures,A culture of sharing,not hoarding,Tacit,Codified,4,Why KM matters to consulting firms,Two core assets:people and reputation,Our“product”is intangible,Global business,but with local differences,Partnerships,not hierarchies,Nature:,Generic frameworks and data are commoditizing,Industry life cycles shrinking,More MBAs,low entry barriers,competition!,Global service is required,Trends:,“Knowledge”is a critical capability for consulting firms,5,Knowledge example in consulting,Youre working in the PC Industry,Data,Knowledge,Market size,Market share,Competitor prices,A commodity,The best way to segment the consumer market,How to streamline the supply chain,Impact of supplier consolidation on OEMs,A differentiator,World class KM programs manage&share both,6,Overview of Bain and Company,San Francisco,Mexico City,Boston,Toronto,Chicago,Moscow,Rome,Munich,Milan,Brussels,London,Tokyo,Seoul,Hong Kong,Singapore,Sydney,Dallas,Paris,Zurich,Beijing,Atlanta,Los Angeles,Madrid,Stockholm,Johannesburg,Sao Paulo,New York,26 offices,working in 9 languages,Over 2,500 consulting staff,“generalist”model,Strict conflict and sharing standards,7,Many KM failures over our first 26 years,(1973-83),“Word of Mouth”,(1983-93),“Experience Center”,(1993-99),“BRAVA”,Many attempts at KM over our first 25 years,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 same work multiple times each year,8,Bains approach for getting it right,Create,Capture,Organize,Transfer,Use,Businessstrategy,KM Objectives,Define KM,for the company,Define your content strategy,and what needs to be,created,to support your strategy,Determine how to,capture,(e.g.,format,timing),Organize,and classify knowledge based on the business“view of the world”,Determine best modes for,Transferring,and sharing knowledge,Ensure formats and access(e.g.,IT)make,use,as easy as possible,Key elements of KM:,9,The objectives of KM for Bain,What Its Not,Advance the science,Become famous authors,Fancy portals,Document management,What It Is,Provide our staff with the tools and skills to develop,Enable 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 wheel”,Drive client results,10,Bains knowledge is centered around our case teams,Knowledge“Needs”,Bains point of view on the industry and case topic,Great examples and approaches,Access to internal experts,External Research,Knowledge“Outputs”,New industry insights,New approaches(and solutions)to problems,Update to Bains point of view,Insights on managing the case and client,Client Development,Case Start-up,In-Depth Work&Recommendations,Implementation,(Partner),(Partner,Manager and team),(1-3 weeks),(1-2 weeks),(1-6 months),(6 months+),11,Our content strategy,Major research databases,Top external data sources,External content,Bains case&people experience,Sanitized summaries of every client project,Staff profiles&expertise,For“tacit”sharing,Codified Baininsights,Bains critical IP,Industry verticals,Capability areas,“Reusable”formats,Short shelf life,Tools and skills,Bains core global toolkit,Embedded in our staff training programs,Long shelf life,12,The BVU and GXC,External content,Bains case&people experience,Codified Baininsights,Tools and skills,BVU 1.0,Launched 1999,GXC 1.0,launched 2000,GXC 2.0,BVU 2.0,Launched,October 2002,13,GXC 2.0 home page,14,Additional screen shots removed due to sensitivity,15,10 industry pages on the GXC,16,Presentations are in an easy-to-use,web-based format,17,Bain Virtual University,18,BVU video modules,19,New External Sources Page speeds upyour research,20,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 h
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