某咨询BAIN咨询公司的知识管理（英文PPT30页.pptx 31页

KnowledgeManagementatBain MostexecutivesarenothappywithKM“HowSatisfiedAreYouwithEachManagementTool?”“HowGoodisEachManagementToolatGettingFinancialResults?Source:BainManagementTools&TechniquesSurvey(2001)2 WhyKMOftenFailsNotenoughthoughtbeforetechnologyNotproperlydefiningKMfortheorganizationViewingKMasaseparatefunction,versusjustapartofbusinessstrategyMisguidedfocusonpeopleandprocess3 BainhascreatedaleadingKMcapabilityAgoodstrategyforcontentcreationandcaptureFocused,highvalueinvestmentsinintellectualcapitalDeepminingofongoinglearningsfromprojectsTheGXC-agreatKMsystemClassification/taxonomiesIntegrationofinternalandexternalcontentIntegrationoflearningandknowledgePowerfulsearchAlean,value-addedKMteamthatmakestheprocessworkfitsintoexistingcompanystructuresAcultureofsharing,nothoardingTacitCodified4 WhyKMmatterstoconsultingfirmsTwocoreassets:peopleandreputationOur“product”isintangibleGlobalbusiness,butwithlocaldifferencesPartnerships,nothierarchiesNature:GenericframeworksanddataarecommoditizingIndustrylifecyclesshrinkingMoreMBAs,lowentrybarrierscompetition!GlobalserviceisrequiredTrends:“Knowledge”isacriticalcapabilityforconsultingfirms5 KnowledgeexampleinconsultingYou’reworkinginthePCIndustryDataKnowledgeMarketsizeMarketshareCompetitorpricesAcommodityThebestwaytosegmenttheconsumermarketHowtostreamlinethesupplychainImpactofsupplierconsolidationonOEMsAdifferentiatorWorldclassKMprogramsmanage&shareboth6 OverviewofBainandCompanySanFranciscoMexicoCityBostonTorontoChicagoMoscowRomeMunichMilanBrusselsLondonTokyoSeoulHongKongSingaporeSydneyDallasParisZurich«««««««««««««««««««««Beijing«Atlanta«LosAngelesMadrid«StockholmJohannesburg«SaoPaulo«NewYork«26offices,workingin9languagesOver2,500consultingstaff,“generalist”modelStrictconflictandsharingstandards7 ManyKMfailuresoverourfirst26years(1973-83)“WordofMouth”(1983-93)“ExperienceCenter”(1993-99)“BRAVA”ManyattemptsatKMoverourfirst25yearsButnoneworked.Examplesofoureverydaypain…Proposalsstillkeptbyeachpartner–requiringemailandfaxResearchtoolsweren’tsufficienttodothejobOur“best”workwasstillinfilecabinetsWestilldependedonwordofmouthtofindexpertsWeredidthesameworkmultipletimeseachyear8 Bain’sapproachforgettingitrightCreateCaptureOrganizeTransferUseBusinessstrategyKMObjectivesDefineKMforthecompanyDefineyourcontentstrategy,andwhatneedstobecreatedtosupportyourstrategyDeterminehowtocapture(e.g.,format,timing)Organizeandclassifyknowledgebasedonthebusiness’“viewoftheworld”DeterminebestmodesforTransferringandsharingknowledgeEnsureformatsandaccess(e.g.,IT)makeuseaseasyaspossibleKeyelementsofKM:9 TheobjectivesofKMforBainWhatIt’sNotAdvancethescienceBecomefamousauthorsFancyportalsDocumentmanagementWhatItIsProvideourstaffwiththetoolsandskillstodevelopEnableourconsultingstafftoworkbetterandfaster-sellingtonewclients-startingupwork-“crackingthecase”ApplyBain’sbestglobalinsightsandapproaches-No“re-inventingthewheel”Driveclientresults10 Bain’sknowledgeiscenteredaroundourcaseteamsKnowledge“Needs”Bain’spointofviewontheindustryandcasetopicGreatexamplesandapproachesAccesstointernalexpertsExternalResearchKnowledge“Outputs”NewindustryinsightsNewapproaches(andsolutions)toproblemsUpdatetoBain’spointofviewInsightsonmanagingthecaseandclientClientDevelopmentCaseStart-upIn-DepthWork&RecommendationsImplementation(Partner)(Partner,Managerandteam)(1-3weeks)(1-2weeks)(1-6months)(6months+)11 OurcontentstrategyMajorresearchdatabasesTopexternaldatasourcesExternalcontentBain’scase&peopleexperienceSanitizedsummariesofeveryclientprojectStaffprofiles&expertiseFor“tacit”sharingCodifiedBaininsightsBain’scriticalIPIndustryverticalsCapabilityareas“Reusable”formatsShortshelflifeToolsandskillsBain’scoreglobaltoolkitEmbeddedinourstafftrainingprogramsLongshelflife12 TheBVUandGXCExternalcontentBain’scase&peopleexperienceCodifiedBaininsightsToolsandskillsBVU1.0Launched1999GXC1.0launched2000GXC2.0BVU2.0LaunchedOctober200213 GXC2.0homepage14 Additionalscreenshotsremovedduetosensitivity15 10industrypagesontheGXC16 Presentationsareinaneasy-to-use,web-basedformat17 BainVirtualUniversity18 BVUvideomodules19 NewExternalSourcesPagespeedsupyourresearch20 TheGXChaschangedthewayBainworks“ThankstotheGXC,IwasabletopulltogetherapreezontheimpactofaproposedmergerintheinternetspacehereinAustraliainjust24hours.Thedeadlinewouldnormallyhavebeenimpossibletomeetwithanyquality,butwegotitdone.Ilovethistool!”Manager,Sydney“WepulledacaseexampleonAssetManagementintheFinancialServicesPagetocreateapresentationfortheclientinonly1day.Itwasfantastic!”VP,Munich“GXCisfantastic,Iamsavinghoursalready!”AC,Dallas“YourKMsystemisoneofthemostintuitiveandsophisticatedthatIhaveeverseen.Youcoulddoalottohelpusoutinthisarea.”BainClient21 BainknowledgecreationandcaptureProposalsCasesummariesIn-depthcodifiedmodulesTopexternalsourcesSellingprocessCaseStart-upCase-endMinimumGoal:Captureon50%ofcases100%complianceAccuratecasetaggingOnegoodmoduleon50%ofcasesNewdatasourcesfromeverycaseOutput:FocusedinvestmentsCreatenewBainpointsofviewIPDevelopmentDrivenbyIndustry&CapabilityPractices22 ManyrolesmakethisprocessworkDedicatedfacilitatorsforknowledgecaptureandsharingOffice-basedGXCevangelistRunsofficeincentiveprogramsBestexternaldatasourcesResearchdatabasesPartnerswhooverseeBain’sglobalCapabilityandIndustrypracticesContributebestworktoshareacrossBainCaseTeamPracticeAreasKnowledgeOfficerInfoServicesKnowledgeBroker23 KnowledgeBrokersatBainKnowledgeSpecialistRegionalKnowledgeBrokerAssignedbyIndustryorCapabilityPracticeAreaManagestheGXCcontentandwebsiteintheirareasCoordinatesIPdevelopmentandcapturewithPracticeAreaVPsSupportsPracticeAreaoncommunications,projectsandincentivesAssignedbyofficeGeneralistKMsupporttoteamsintheirofficesAssistfindingcontent/peopleEnsuresaccuratecasetaggingHelpswritecasesummariesProbescaseteamstofindpotentialteaminsightstocodifyCaseendmanagerinterviewInterfaceswithrelevantKnowledgeSpecialistsRunsofficeincentiveprogramswithKnowledgeOfficer“Officegeneralists”“Globaltopicspecialists”24 MetricsandincentivesOfficePracticeAreaIndividualOfficeKMScorecardMeasuresallofficeKMcontributionsNormalizesforsizeSentquarterlytoofficeheadsandMDKMfactoredinOfficeHeadperformanceAnnualOfficeKnowledgeAward1large,1smallofficeForallKMeffortsPracticeScorecardMeasuresKMprogressinPASentquarterlytoPAheadsandMDKMisacorefactorofperformanceandcompforPAheadsAnnualVPratingsAssessKMcontributionsbyeachVPFactoredintoannualcompOffice-based“sticksandcarrots”25 Sowhat’stheimpact?Wecan’tandwon’tmeasureROIMostofthecostsare“soft”andcan’tbemeasuredOurproductisintangibleKMisonlyoneofmanyinputsTodaywecapturemanykeysuccessindicatorsUsageSatisfaction(annualsurveys)OnlinequalityratingsInformal“feel”But,thisisnotsufficient26 OurframeworkforKMimpactImproveStaffProductivityBuildRelationships/IncreaserevenuesDecreasecostsDriveclientresults27 WhatweknowsofarImproveStaffProductivityBuildRelationships/IncreaserevenuesDecreasecostsDriveclientresultsTeamsdeliverbetterqualityandresults,inlesstimeMoretimeto“crackthecase”Accesstothe“best”insightsBetterclientcollaborationOurclientworkisgloballyconsistentPartnersbuildproposalsin30%lesstimeThecaseteamprocessruns30%+fasterContactwithintheBainnetworkhasincreasedClientleadshaveincreasedWinratesat“bakeoffs”havegrownClassroomtrainingcostscutby$1MShorterprogramsNopaperCaseteamexpenseshavedecreasedResearchTelecomcosts28 OurnextstepsImproveStaffProductivityBuildRelationships/IncreaserevenuesDecreasecostsDriveclientresultsInstitutionalizeregularcustomerresearchontheimpactofKMonourjobsPartnersOtherconsultingstafflevelsStructuredinterviewsandsurveys,builtaroundthisimpactframeworkUseresultstodirectChangestocontentstrategyandprioritiesAdditioninvestmentsintheGXCFurtherprocessimprovements29 OurkeylearningsInternalandexternalknowledgetogetherContentandthoughtfirst,beforethetechnologyMassivefocusonpeopleandprocessKnowledgeBrokersPracticeAreaVPsCommitmentfromtopmanagementQualityoverquantityBuildaroundhowpeoplereallyworkandwhattheyneed30 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