贝恩Bain咨询公司的知识管理-Knowledge Management at Bain_OK
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(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 weren’t sufficient to do the job
-Our “best” work was still in file cabinets
LMoBnarduPdosrasinrdMeisl«sil«a«n«S««t«o««cZRkuhMoromiuclmnehic«h
Moscow
Mexico City «
Beijing «
Seoul «
« Tokyo
« Hong Kong
« Sao Paulo
Singapore «
« Johannesburg
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 f
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
Trends:
Generic frameworks and data are commoditizing Industry life cycles shrinking More MBAs, low entry barriers competition! Global service is required
18
BVU video modules
19
New External Sources Page speeds up your 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
Knowledge Management at Bai n
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?
BVU 1.0 Launched 1999
External content
Bain’s case & people experiencels and skills
GXC 2.0 BVU 2.0 Launched October 2002
13
GXC 2.0 home page
KM Objectives
Business strategy
Capture
Organize
Key elements of KM:
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
9
The objectives of KM for Bain
What It’s Not
What It Is
Advance the science Become famous authors Fancy portals Document management
Provide our staff with the tools and skills to develop
-We still depended on word of mouth to find experts
-We redid the same work multiple times each year
8
Bain’s approach for getting it right
Use Create
Transfer
Nature:
irms
Two core assets: people and reputation Our “product” is intangible Global business, but with local differences Partnerships, not hierarchies
Our content strategy
External content
Bain’s case & people experience
Codified Bain insights
Tools and skills
Major research databases Top external data sources
Drive client results 10
Bain’s knowledge is centered around o ur case teams
Client Development
(Partner) (1-3 weeks)
Case Startup
In-Depth Work & Recommendatio
« Sydney
26 offices, working in 9 languages
Over 2,500 consulting staff, “generalist” model
7
Strict conflict and sharing standards
Many KM failures over our first 26 years
Knowledge
The best way to segment the consumer market
How to streamline the supply chain
Impact of supplier consolidation on OEMs
A commodity
A differentiator
“Knowledge” is a critical
capability for consulting firms
5
Knowledge example in consultin g
You’re working in the PC Industry
Data
Market size Market share Competitor prices
business strategy Not enough thought before technology Misguided focus on people and process
3
Bain has created a leading KM c
apability
A good strategy for content creation and capture
Knowledge “Needs”
Knowledge “Outputs”
New industry
insights
Update to Bain’s point of view
New approaches (and solutions) to
11
problems
Insights on managing the case and client
“Reusable” formats Short shelf life
Bain’s core global toolkit Embedded in our staff
training programs Long shelf life
12
The BVU and GXC
GXC 1.0 launched 2000
Sanitized summaries of every client project
Staff profiles & expertise For “tacit” sharing
Bain’s critical IP
- Industry verticals - Capability areas
0.0
Average of Knowledge 2
31 Tools Management
Why KM Often Fails
Not properly defining KM for the organization Viewing KM as a separate function, versus just a part of
Satisfaction (1 to 5) 4.0 3.76
3.22 3.0
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
Source: Bain Management Tools & Techniques Survey (2001)
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-inventing the wheel”
- 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
World class KM programs manage & share both 6
Overview of Bain and Company
San Francisco Los Angeles
««
Chicago
Dallas «
« «
Toronto
«
««
Boston New York
Atlanta
14
Additional screen shots removed due to sensitivity
15
10 industry pages on the GXC
16
Presentations are in an easy-to-use, web-b ased format
17
Bain Virtual University
“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 weren’t sufficient to do the job
-Our “best” work was still in file cabinets
LMoBnarduPdosrasinrdMeisl«sil«a«n«S««t«o««cZRkuhMoromiuclmnehic«h
Moscow
Mexico City «
Beijing «
Seoul «
« Tokyo
« Hong Kong
« Sao Paulo
Singapore «
« Johannesburg
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 f
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
Trends:
Generic frameworks and data are commoditizing Industry life cycles shrinking More MBAs, low entry barriers competition! Global service is required
18
BVU video modules
19
New External Sources Page speeds up your 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
Knowledge Management at Bai n
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?
BVU 1.0 Launched 1999
External content
Bain’s case & people experiencels and skills
GXC 2.0 BVU 2.0 Launched October 2002
13
GXC 2.0 home page
KM Objectives
Business strategy
Capture
Organize
Key elements of KM:
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
9
The objectives of KM for Bain
What It’s Not
What It Is
Advance the science Become famous authors Fancy portals Document management
Provide our staff with the tools and skills to develop
-We still depended on word of mouth to find experts
-We redid the same work multiple times each year
8
Bain’s approach for getting it right
Use Create
Transfer
Nature:
irms
Two core assets: people and reputation Our “product” is intangible Global business, but with local differences Partnerships, not hierarchies
Our content strategy
External content
Bain’s case & people experience
Codified Bain insights
Tools and skills
Major research databases Top external data sources
Drive client results 10
Bain’s knowledge is centered around o ur case teams
Client Development
(Partner) (1-3 weeks)
Case Startup
In-Depth Work & Recommendatio
« Sydney
26 offices, working in 9 languages
Over 2,500 consulting staff, “generalist” model
7
Strict conflict and sharing standards
Many KM failures over our first 26 years
Knowledge
The best way to segment the consumer market
How to streamline the supply chain
Impact of supplier consolidation on OEMs
A commodity
A differentiator
“Knowledge” is a critical
capability for consulting firms
5
Knowledge example in consultin g
You’re working in the PC Industry
Data
Market size Market share Competitor prices
business strategy Not enough thought before technology Misguided focus on people and process
3
Bain has created a leading KM c
apability
A good strategy for content creation and capture
Knowledge “Needs”
Knowledge “Outputs”
New industry
insights
Update to Bain’s point of view
New approaches (and solutions) to
11
problems
Insights on managing the case and client
“Reusable” formats Short shelf life
Bain’s core global toolkit Embedded in our staff
training programs Long shelf life
12
The BVU and GXC
GXC 1.0 launched 2000
Sanitized summaries of every client project
Staff profiles & expertise For “tacit” sharing
Bain’s critical IP
- Industry verticals - Capability areas
0.0
Average of Knowledge 2
31 Tools Management
Why KM Often Fails
Not properly defining KM for the organization Viewing KM as a separate function, versus just a part of
Satisfaction (1 to 5) 4.0 3.76
3.22 3.0
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
Source: Bain Management Tools & Techniques Survey (2001)
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-inventing the wheel”
- 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
World class KM programs manage & share both 6
Overview of Bain and Company
San Francisco Los Angeles
««
Chicago
Dallas «
« «
Toronto
«
««
Boston New York
Atlanta
14
Additional screen shots removed due to sensitivity
15
10 industry pages on the GXC
16
Presentations are in an easy-to-use, web-b ased format
17
Bain Virtual University