某咨询公司的知识管理教材
合集下载
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
-Proposals still kept by each partner – requiring email and fax -Research tools weren’t sufficient to do the job -Our “best” work was still in -We still depended on word of mouth to find experts -We redid the same work multiple times each year
Drive client results
Bain’s knowledge is centered around our case teams
Client Development
(Partner) (1-3 weeks)
Case Startup
In-Depth Work & Recommendatio
How to streamline the supply chain
Impact of supplier consolidation on OEMs
A commodity
A differentiator
World class KM programs manage & share both
Overview of Bain and Company
Our content strategy
External content
Bain’s case & people experience
Codified Bain insights
Tools and skills
Major research databases Top external data sources
Enable our consulting staff to work better and faster - selling to new clients - starting up work - “cracking the case”
Apply Bain’s best global insights and approaches - No “re-inventore assets: people and reputation Our “product” is intangible Global business, but with local differences Partnerships, not hierarchies
Trends:
Knowledge example in consulting
You’re working in the PC Industry
Data
Market size Market share Competitor prices
Knowledge
The best way to segment the consumer market
BVU video modules
New External Sources Page speeds up your research
The GXC has changed the way Bain works
“Thanks to the GXC, I was able to pull together a preez on the
Hong Kong
Sao Paulo
Singapore
Johannesburg
Sydney
26 offices, working in 9 languages Over 2,500 consulting staff, “generalist” model Strict conflict and sharing standards
“How Good is Each Management Tool at Getting Financial Results?
Rating (1 to 5)
4.0 3.55
3.0
2.96
2.0
2.0
1.0
1.0
0.0
Average of Knowledge 31 Tools Management
0.0
A good strategy for content creation and capture
- Focused, high value investments in intellectual capital - Deep mining of ongoing learnings from projects
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”
A lean, value-added KM team that
- makes the process work - fits into existing company structures
A culture of sharing, not hoarding
- Tacit - Codified
Why KM matters to consulting firms
Additional screen shots removed due to sensitivity
10 industry pages on the GXC
Presentations are in an easy-to-use, webbased format
Bain Virtual University
just a part of business strategy Not enough thought before technology Misguided focus on people and process
Bain has created a leading KM capability
The GXC - a great KM system
- Classification/taxonomies - Integration of internal and external content - Integration of learning and knowledge - Powerful search
Determine best modes for Transferring and sharing knowledge
Ensure formats and access (e.g., IT) make use as easy as possible
The objectives of KM for Bain
Bain’s approach for getting it right
Use Create
Transfer
KM Objectives
Business strategy
Capture
Organize
Key elements of KM:
Define KM for the company Define your content strategy,
SaLnoFsraAnncgisecleos DCahlilcaasgoTAotrlaonnNBttaeoowstYoonrkLMoBnarPuddasroMirsndiesillasnStoZcRukMorhmuiocnehlmichMoscow Mexico City
Beijing
Seoul
Tokyo
Knowledge Management at Bain
Most executives are not happy with KM
“How Satisfied Are You with Each Management Tool?”
Satisfaction (1 to 5) 4.0 3.76
3.22 3.0
“Reusable” formats Short shelf life
Bain’s core global toolkit Embedded in our staff
training programs Long shelf life
The BVU and GXC
GXC 1.0 launched 2000
Generic frameworks and data are commoditizing Industry life cycles shrinking More MBAs, low entry barriers competition! Global service is required
“Knowledge” is a critical capability for consulting firms
ns
(Partner, Manager and team)
(1-2 weeks)
(1-6 months)
Implementati on
(6 months +)
Bain’s point of view on the industry and case topic
Great examples and approaches Access to internal experts External Research
What It’s Not
Advance the science Become famous authors Fancy portals Document management
What It Is
Provide our staff with the tools and skills to develop
BVU 1.0 Launched 1999
External content
Bain’s case & people experience
Codified Bain insights
Tools and skills
GXC 2.0 BVU 2.0 Launched October 2002
GXC 2.0 home page
Average of Knowledge 31 Tools Management
Source: Bain Management Tools & Techniques Survey (2001)
Why KM Often Fails
Not properly defining KM for the organization Viewing KM as a separate function, versus
Sanitized summaries of every client project
Staff profiles & expertise For “tacit” sharing
Bain’s critical IP
- Industry verticals - Capability areas
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!”
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…
Knowledge “Needs”
Knowledge “Outputs”
New industry
insights
Update to Bain’s point of view
New approaches (and solutions) to
problems Insights on managing the case and client
Drive client results
Bain’s knowledge is centered around our case teams
Client Development
(Partner) (1-3 weeks)
Case Startup
In-Depth Work & Recommendatio
How to streamline the supply chain
Impact of supplier consolidation on OEMs
A commodity
A differentiator
World class KM programs manage & share both
Overview of Bain and Company
Our content strategy
External content
Bain’s case & people experience
Codified Bain insights
Tools and skills
Major research databases Top external data sources
Enable our consulting staff to work better and faster - selling to new clients - starting up work - “cracking the case”
Apply Bain’s best global insights and approaches - No “re-inventore assets: people and reputation Our “product” is intangible Global business, but with local differences Partnerships, not hierarchies
Trends:
Knowledge example in consulting
You’re working in the PC Industry
Data
Market size Market share Competitor prices
Knowledge
The best way to segment the consumer market
BVU video modules
New External Sources Page speeds up your research
The GXC has changed the way Bain works
“Thanks to the GXC, I was able to pull together a preez on the
Hong Kong
Sao Paulo
Singapore
Johannesburg
Sydney
26 offices, working in 9 languages Over 2,500 consulting staff, “generalist” model Strict conflict and sharing standards
“How Good is Each Management Tool at Getting Financial Results?
Rating (1 to 5)
4.0 3.55
3.0
2.96
2.0
2.0
1.0
1.0
0.0
Average of Knowledge 31 Tools Management
0.0
A good strategy for content creation and capture
- Focused, high value investments in intellectual capital - Deep mining of ongoing learnings from projects
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”
A lean, value-added KM team that
- makes the process work - fits into existing company structures
A culture of sharing, not hoarding
- Tacit - Codified
Why KM matters to consulting firms
Additional screen shots removed due to sensitivity
10 industry pages on the GXC
Presentations are in an easy-to-use, webbased format
Bain Virtual University
just a part of business strategy Not enough thought before technology Misguided focus on people and process
Bain has created a leading KM capability
The GXC - a great KM system
- Classification/taxonomies - Integration of internal and external content - Integration of learning and knowledge - Powerful search
Determine best modes for Transferring and sharing knowledge
Ensure formats and access (e.g., IT) make use as easy as possible
The objectives of KM for Bain
Bain’s approach for getting it right
Use Create
Transfer
KM Objectives
Business strategy
Capture
Organize
Key elements of KM:
Define KM for the company Define your content strategy,
SaLnoFsraAnncgisecleos DCahlilcaasgoTAotrlaonnNBttaeoowstYoonrkLMoBnarPuddasroMirsndiesillasnStoZcRukMorhmuiocnehlmichMoscow Mexico City
Beijing
Seoul
Tokyo
Knowledge Management at Bain
Most executives are not happy with KM
“How Satisfied Are You with Each Management Tool?”
Satisfaction (1 to 5) 4.0 3.76
3.22 3.0
“Reusable” formats Short shelf life
Bain’s core global toolkit Embedded in our staff
training programs Long shelf life
The BVU and GXC
GXC 1.0 launched 2000
Generic frameworks and data are commoditizing Industry life cycles shrinking More MBAs, low entry barriers competition! Global service is required
“Knowledge” is a critical capability for consulting firms
ns
(Partner, Manager and team)
(1-2 weeks)
(1-6 months)
Implementati on
(6 months +)
Bain’s point of view on the industry and case topic
Great examples and approaches Access to internal experts External Research
What It’s Not
Advance the science Become famous authors Fancy portals Document management
What It Is
Provide our staff with the tools and skills to develop
BVU 1.0 Launched 1999
External content
Bain’s case & people experience
Codified Bain insights
Tools and skills
GXC 2.0 BVU 2.0 Launched October 2002
GXC 2.0 home page
Average of Knowledge 31 Tools Management
Source: Bain Management Tools & Techniques Survey (2001)
Why KM Often Fails
Not properly defining KM for the organization Viewing KM as a separate function, versus
Sanitized summaries of every client project
Staff profiles & expertise For “tacit” sharing
Bain’s critical IP
- Industry verticals - Capability areas
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!”
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…
Knowledge “Needs”
Knowledge “Outputs”
New industry
insights
Update to Bain’s point of view
New approaches (and solutions) to
problems Insights on managing the case and client