贝恩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
-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英文PPT
Determine best modes for Transferring and sharing knowledge
Ensure formats and access e.g., IT make use as easy as possible
NY Infotoday preez 1
9
The objectives of KM for Bain
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”
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
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 2001
Ensure formats and access e.g., IT make use as easy as possible
NY Infotoday preez 1
9
The objectives of KM for Bain
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”
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
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 2001
贝恩BAIN咨询公司的知识管理(英文PPT 30页)
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
World class KM programs manage & share both
NY Infotoday preez 1
6
Overview of Bain and Company
SaLnoFsraAnncgisecleos DCahlilcaasgoTAotrlaonnNBttaeoowstYoonrkLMoBnarPuddasroMirsndiesillasnStoZcRukMorhmuiocnehlmichMoscow Mexico City
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
“How Good is Each Management Tool at Getting Financial Results?
Beijing
Seoul
Tokyo
Hong Kong
Sao Paulo
SingaporeFra bibliotek Johannesburg
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
知识管理贝恩咨询公司的知识管理
-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
Sanitized summaries of every client project
Staff profiles & expertise For “tacit” sharing
Bain’s critical IP
- Industry verticals - Capability areas
just a part of business strategy Not enough thought before technology Misguided focus on people and process
PPT文档演模板
知识管理贝恩咨询公司的知识管理
Bain has created a leading KM capability
知识管理贝恩咨询公司的知识管理
GXC 2.0 home page
PPT文档演模板
知识管理贝恩咨询公司的知识管理
Additional screen shots removed due to sensitivity
PPT文档演模板
知识管理贝恩咨询公司的知识管理
•10 industry pages on the GXC
Sanitized summaries of every client project
Staff profiles & expertise For “tacit” sharing
Bain’s critical IP
- Industry verticals - Capability areas
just a part of business strategy Not enough thought before technology Misguided focus on people and process
PPT文档演模板
知识管理贝恩咨询公司的知识管理
Bain has created a leading KM capability
知识管理贝恩咨询公司的知识管理
GXC 2.0 home page
PPT文档演模板
知识管理贝恩咨询公司的知识管理
Additional screen shots removed due to sensitivity
PPT文档演模板
知识管理贝恩咨询公司的知识管理
•10 industry pages on the GXC
2019年整理贝恩BAIN咨询公司的知识管理
World class KM programs manage & share both
NY Infotoday preez 1
6
Overview of Bain and Company
SaLnoFsraAnncgisecleos DCahlilcaasgoTAotrlaonnNBttaeoowstYoonrkLMoBnarPuddasroMirsndiesillasnStoZcRukMorhmuiocnehlmichMoscow Mexico City
“Knowledge” is a critical capability for consulting firms
NY Infotoday preez 1
5
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
How to streamline the supply chain
Impact of supplier consolidation on OEMs
A commodity
A differentiator
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
企业咨询-知识管理贝恩Bain咨询公司的知识管理 精品
Determine best modes for Transferring and sharing knowledge
Ensure make use as easy as possible
NY Infotoday preez 1
9
The objectives of KM for Bain
“Reusable” formats Short shelf life
Bain’s core global toolkit Embedded in our staff
training programs Long shelf life
NY Infotoday preez 1 12
The BVU and GXC
Average of Knowledge 31 Tools Management
Source: Bain Management Tools & Techniques Survey (2001)
NY Infotoday preez 1
2
Why KM Often Fails
Not properly defining KM for the organization Viewing KM as a separate function, versus
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
“How Good is Each Management Tool at Getting Financial Results?
Ensure make use as easy as possible
NY Infotoday preez 1
9
The objectives of KM for Bain
“Reusable” formats Short shelf life
Bain’s core global toolkit Embedded in our staff
training programs Long shelf life
NY Infotoday preez 1 12
The BVU and GXC
Average of Knowledge 31 Tools Management
Source: Bain Management Tools & Techniques Survey (2001)
NY Infotoday preez 1
2
Why KM Often Fails
Not properly defining KM for the organization Viewing KM as a separate function, versus
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
“How Good is Each Management Tool at Getting Financial Results?
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hy KM Often Fails
Not properly defining KM for the organization Viewing KM as a separate function, versus just a part of business strategy
World class KM programs manage & share both NY Infotoday 5
Overview of Bain and Company
Stockholm Brussels Moscow London Zurich Toronto Paris Chicago Boston Milan Munich New York Madrid San Francisco Dallas Rome Los Angeles Atlanta Mexico City
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
NY Infotoday
6
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…
Trends:
Generic frameworks and data are commoditizing Industry life cycles shrinking More MBAs, low entry barriers competition! Global service is required
NY Infotoday
3
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
Not enough thought before technology
Misguided focus on people and process
NY Infotoday
2
Bain has created a leading KM A good strategy for content creation and capability
Beijing Seoul Tokyo Hong Kong
Sao Paulo Johannesburg
Singapore
Sydney
26 offices, working in 9 languages Over 2,500 consulting staff, “generalist” model Strict conflict and sharing standards
“Knowledge” is a critical capability for consulting firms NY Infotoday 4
Knowledge example in consulting
You’re working in the PC Industry Data
Market size Market share Competitor prices
Tool at Getting Financial Results?
Average of Knowledge 31 Tools Management
Average of Knowledge 31 Tools Management
Source: Bain Management Tools & Techniques Survey (2001)
A lean, value-added KM team that
- makes the process work - fits into existing company structures
A culture of sharing, not hoarding
- Tacit - Codified
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
Most executives are not happy KM “How Good is Each Management “How Satisfied Are Youwith with
Each Management Tool?”
Satisfaction (1 to 5) 4.0 3.0 2.0 1.0 0.0 3.76 3.22 3.0 2.0 1.0 0.0 Rating (1 to 5) 4.0 3.55 2.96
Not properly defining KM for the organization Viewing KM as a separate function, versus just a part of business strategy
World class KM programs manage & share both NY Infotoday 5
Overview of Bain and Company
Stockholm Brussels Moscow London Zurich Toronto Paris Chicago Boston Milan Munich New York Madrid San Francisco Dallas Rome Los Angeles Atlanta Mexico City
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
NY Infotoday
6
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…
Trends:
Generic frameworks and data are commoditizing Industry life cycles shrinking More MBAs, low entry barriers competition! Global service is required
NY Infotoday
3
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
Not enough thought before technology
Misguided focus on people and process
NY Infotoday
2
Bain has created a leading KM A good strategy for content creation and capability
Beijing Seoul Tokyo Hong Kong
Sao Paulo Johannesburg
Singapore
Sydney
26 offices, working in 9 languages Over 2,500 consulting staff, “generalist” model Strict conflict and sharing standards
“Knowledge” is a critical capability for consulting firms NY Infotoday 4
Knowledge example in consulting
You’re working in the PC Industry Data
Market size Market share Competitor prices
Tool at Getting Financial Results?
Average of Knowledge 31 Tools Management
Average of Knowledge 31 Tools Management
Source: Bain Management Tools & Techniques Survey (2001)
A lean, value-added KM team that
- makes the process work - fits into existing company structures
A culture of sharing, not hoarding
- Tacit - Codified
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
Most executives are not happy KM “How Good is Each Management “How Satisfied Are Youwith with
Each Management Tool?”
Satisfaction (1 to 5) 4.0 3.0 2.0 1.0 0.0 3.76 3.22 3.0 2.0 1.0 0.0 Rating (1 to 5) 4.0 3.55 2.96