Bain咨询公司的知识管理
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贝恩(Bain)咨询公司的知识管理课程(PPT 30页)
“Knowledge” is a critical capability for consulting firms
NY Infotoday preez 1
4
Knowledge example in consulting
Hale Waihona Puke You’re working in the PC Industry
Data
Market size Market share Competitor prices
World class KM programs manage & share both
NY Infotoday preez 1
5
Overview of Bain and Company
SaLnoFsraAnncgisecleos DCahlilcaasgoTAotrlaonnNBttaeoowstYoonrkLMoBnarPuddasroMirsndiesillasnStoZcRukMorhmuiocnehlmichMoscow Mexico City
NY Infotoday preez 1
1
Why KM Often Fails
Not properly defining KM for the organization Viewing KM as a separate function, versus
just a part of business strategy Not enough thought before technology Misguided focus on people and process
A lean, value-added KM team that
- makes the process work - fits into existing company structures
贝恩Bain咨询公司的知识管理-Knowledge Management at Bain
A lean, value-added KM team that
- makes the process work - fits into existing company structures
A culture of sharing, not hoarding
- Tacit - Codified
-Proposals still kept by each partner – requiring email and fax -Research tools weren’t sufficient to do the jobห้องสมุดไป่ตู้-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
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
Not enough thought before technology
Misguided focus on people and process
3
Bain has created a leading KM capability
A good strategy for content creation and capture
贝恩Bain咨询公司的知识管理-Knowledge Management at Bain
-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 -We still depended on word of mouth to find experts -We redid the same work multiple times each year
The GXC - a great KM system
- Classification/taxonomies - Integration of internal and external content - Integration of learning and knowledge - Powerful search
SaLnoFsraAnncgisecleos DCahlilcaasgoTAotrlaonnNBttaeoowstYoonrkLMoBnarPuddasroMirsndiesillasnStoZcRukMorhmuiocnehlmichMoscow Mexico City
Beijing
Seoul
Tokyo
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”
The GXC - a great KM system
- Classification/taxonomies - Integration of internal and external content - Integration of learning and knowledge - Powerful search
SaLnoFsraAnncgisecleos DCahlilcaasgoTAotrlaonnNBttaeoowstYoonrkLMoBnarPuddasroMirsndiesillasnStoZcRukMorhmuiocnehlmichMoscow Mexico City
Beijing
Seoul
Tokyo
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”
贝恩Bain咨询公司的知识管理-全英文(ppt+30)
NY Infotoday preez 1
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
NY Infotoday preez 1
2
Why KM Often Fails
Not properly defining KM for the organization Viewing KM as a separate function, versus
just a part of business strategy Not enough thought before technology Misguided focus on people and process
Drive client results
NY Infotoday preez 1 10
Bain’s knowledge is centered around our case teams
Client Development
(Partner) (1-3 weeks)
Case Startup
In-Depth Work & Recommendatio
NY Infotoday preez 1
4
Why KM matters to consulting firms
Nature:
Two core assets: people and reputation Our “product” is intangible Global business, but with local differences Partnerships, not hierarchies
贝恩Bain咨询公司的知识管理(1)
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”
GXC 1.0 launched 2000
BVU 1.0 Launched 1999
Drive client results
NY Infotoday preez 1 10
Bain’s knowledge is centered around our case teams
Client Development
(Partner) (1-3 weeks)
Case Startup
In-Depth Work & Recommendatio
Knowledge Management at Bain
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 Bain's prior written consent.
NY Infotoday preez 1
7
Many KM failures over our first 26 years
(1973-83)
“Word of Mouth”
Apply Bain’s best global insights and approaches - No “re-inventing the wheel”
GXC 1.0 launched 2000
BVU 1.0 Launched 1999
Drive client results
NY Infotoday preez 1 10
Bain’s knowledge is centered around our case teams
Client Development
(Partner) (1-3 weeks)
Case Startup
In-Depth Work & Recommendatio
Knowledge Management at Bain
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 Bain's prior written consent.
NY Infotoday preez 1
7
Many KM failures over our first 26 years
(1973-83)
“Word of Mouth”
贝恩Bain咨询公司的知识管理31页PPT
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”
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
World class KM programs manage & share both
NY Infotoday preez 1
6
Overview of Bain and Company
SaLnoFsraAnncgisecleos DCahlilcaasgoTAotrlaonnNBttaeoowstYoonrkLMoBnarPuddasroMirsndiesillasnStoZcRukMorhmuiocnehlmichMoscow Mexico City
NY Infotoday preez 1
4
Why KM matters to consulting firms
Nature:
Two core assets: people and reputation Our “product” is intangible Global business, but with local differences Partnerships, not hierarchies
Apply Bain’s best global insights and approaches - No “re-inventing the wheel”
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
World class KM programs manage & share both
NY Infotoday preez 1
6
Overview of Bain and Company
SaLnoFsraAnncgisecleos DCahlilcaasgoTAotrlaonnNBttaeoowstYoonrkLMoBnarPuddasroMirsndiesillasnStoZcRukMorhmuiocnehlmichMoscow Mexico City
NY Infotoday preez 1
4
Why KM matters to consulting firms
Nature:
Two core assets: people and reputation Our “product” is intangible Global business, but with local differences Partnerships, not hierarchies
贝恩Bain咨询公司的知识管理31页
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
The GXC - a great KM system
- Classification/taxonernal content - Integration of learning and knowledge - Powerful search
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
Average of Knowledge 31 Tools Management
Source: Bain Management Tools & Techniques Survey (2019)
NY Infotoday preez 1
2
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
贝恩Bain咨询公司的知识管理(1)
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”
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”
NY Infotoday preez 1
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
Trends:
Generic frameworks and data are commoditizing Industry life cycles shrinking More MBAs, low entry barriers competition! Global service is required
Rating (1 to 5)
4.0 3.55
Determine how to capture (e.g., format, timing)
Organize and classify knowledge based on the business’ “view of the world”
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”
NY Infotoday preez 1
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
Trends:
Generic frameworks and data are commoditizing Industry life cycles shrinking More MBAs, low entry barriers competition! Global service is required
Rating (1 to 5)
4.0 3.55
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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
“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
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
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
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
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…
A good strategy for content creation and capture
- Focused, high value investments in intellectual capital - Deep mining of ongoing learnings from projects
Knowledge example in consulting
You’re working in the PC Industryet share Competitor prices
Knowledge
The best way to segment the consumer market
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
just a part of business strategy Not enough thought before technology Misguided focus on people and process
Bain has created a leading KM capability
-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
SaLnoFsraAnncgisecleos DCahlilcaasgoTAotrlaonnNBttaeoowstYoonrkLMoBnarPuddasroMirsndiesillasnStoZcRukMorhmuiocnehlmichMoscow Mexico City
Beijing
Seoul
Tokyo
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
The GXC - a great KM system
- Classification/taxonomies - Integration of internal and external content - Integration of learning and knowledge - Powerful search
Nature:
Two core assets: people and reputation Our “product” is intangible Global business, but with local differences Partnerships, not hierarchies
Trends:
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
“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
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
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
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
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…
A good strategy for content creation and capture
- Focused, high value investments in intellectual capital - Deep mining of ongoing learnings from projects
Knowledge example in consulting
You’re working in the PC Industryet share Competitor prices
Knowledge
The best way to segment the consumer market
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
just a part of business strategy Not enough thought before technology Misguided focus on people and process
Bain has created a leading KM capability
-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
SaLnoFsraAnncgisecleos DCahlilcaasgoTAotrlaonnNBttaeoowstYoonrkLMoBnarPuddasroMirsndiesillasnStoZcRukMorhmuiocnehlmichMoscow Mexico City
Beijing
Seoul
Tokyo
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
The GXC - a great KM system
- Classification/taxonomies - Integration of internal and external content - Integration of learning and knowledge - Powerful search
Nature:
Two core assets: people and reputation Our “product” is intangible Global business, but with local differences Partnerships, not hierarchies
Trends: