咨询公司的知识管理教材
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咨询公司知识管理PPT课件教材讲义
not monotonous, not de-skilled, not de-humanized, not badly paid; but flexible, creative, international, demanding, cross-cultural, well-paid, technologically advanced, fun. The idol of today’s working world; it is one of the main ‘drivers’ of the business of business education Accenture, PricewaterhouseCoopers (PwC), Cap Gemini Ernst & Young, McKinsey & Co., Bain & Co., The Boston Consulting Group and Mercer (to name but a few) are the archetypal companies of today’s global ‘informational’ capital, which attract the ‘highest calibre’ graduates.
someone – mostly a specialist – who is asked to give expert
advice or information.
The management consultant
The management consultant is a special breed of consultant. Personification of the knowledge economy; Anti-thesis to Ford’s assembly-line worker. Symbolises the ‘future’ of work: not dirty, not heavy-duty, not manual,
someone – mostly a specialist – who is asked to give expert
advice or information.
The management consultant
The management consultant is a special breed of consultant. Personification of the knowledge economy; Anti-thesis to Ford’s assembly-line worker. Symbolises the ‘future’ of work: not dirty, not heavy-duty, not manual,
《咨询公司知识管理》PPT课件
What is ‘consulting’?
The Collins English Dictionary reveals that to consult is to
make oneself available to give professional advice, especially at scheduled times and for a fee. The term ‘consult’ originates in the medical profession. There a consultant is a physician who is asked to confirm a diagnosis; or it is a physician (or surgeon) who holds the highest appointment in a particular branch of medicine or surgery in a hospital. The consultant is therefore someone
– mostly a specialist – who is asked to give expert advice
or information.
பைடு நூலகம்
The management consultant
The management consultant is a special breed of consultant. Personification of the knowledge economy; Anti-thesis to Ford’s assembly-line worker. Symbolises the ‘future’ of work: not dirty, not heavy-duty, not
咨询公司知识管理29页PPT
Automotive / Engineering
Utilities
Operational Processes
•CAs
Information Management
•CAs
People • CAs
Disciplines
Internal knowledge management involves a number of actors at all stages of the project life cycle
September, Capabilities
Councils and other leadership meetings
In the case that the PM identifies a KS other than the GMT KS, please refer to
Panel 16 to see how the KCapture process changes.
at project end, hands over project archive to local Info Centre
updates KBase
updates KBase
finalize knowledge
capture report, copy to PKC, PM, GMT/Disc, CoE, CA,
monotonous, not de-skilled, not de-humanized, not badly paid; but flexible, creative, international, demanding, cross-cultural, well-paid, technologically advanced, fun. • The idol of today’s working world; it is one of the main ‘drivers’ of the business of business education • Accenture, PricewaterhouseCoopers (PwC), Cap Gemini Ernst & Young, McKinsey & Co., Bain & Co., The Boston Consulting Group and Mercer (to name but a few) are the archetypal companies of today’s global ‘informational’ capital, which attract the ‘highest calibre’ graduates.
咨询公司知识管理-PPT精选文档29页
KBase Maintenance
Define and communicat
e the strategic knowledge managemen t objectives and set expectations at all levels
e.g. at yearly KM
conference in
identifies PKC and accountable
KS
Contacts PM to identify
PKC and KS
sends “KC Pack” and GMT KBase CD-ROM
define and communicat e knowledge
capture approach and set concrete capture expectations with team
monotonous, not de-skilled, not de-humanized, not badly paid; but flexible, creative, international, demanding, cross-cultural, well-paid, technologically advanced, fun. • The idol of today’s working world; it is one of the main ‘drivers’ of the business of business education • Accenture, PricewaterhouseCoopers (PwC), Cap Gemini Ernst & Young, McKinsey & Co., Bain & Co., The Boston Consulting Group and Mercer (to name but a few) are the archetypal companies of today’s global ‘informational’ capital, which attract the ‘highest calibre’ graduates.
贝恩bain咨询公司的知识管理--Knowledge Management at Bain
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
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.
A lean, value-added KM team that
- makes the process work - fits into existing company structures
A culture of sharing, not hoarding
- Tacit - Codified
NY Infotoday preez 1
“Knowledge” is a critical capability for consulting firms
NY Infotoday preez 1
5
Knowledge example in consulting
You’re working in the PC Industry
咨询公司知识管理
What is ‘consulting’?
• The Collins English Dictionary reveals that to consult is to make oneself available to give professional advice, especially at scheduled times and for a fee. The term ‘consult’ originates in the medical profession. There a consultant is a physician who is asked to confirm a diagnosis; or it is a physician (or surgeon) who holds the highest appointment in a particular branch of medicine or surgery in a hospital. The consultant is therefore someone – mostly a specialist – who is asked to give expert advice or information.
‘Knowledge Management’ and the Consulting Industry
The Consultant
Once upon a time there was a shepherd tending his sheep at the edge of a country road. A brand new Mustang screeches to a halt next to him. The driver, a young man dressed in an Armani suit, Cerrutti shoes, Oakley glasses, TAG wrist watch and a Bhs tie gets out and asks the shepherd, ‘If I guess how many sheep you have, will you give me one of them?’ The shepherd looks at the young man, then looks at the sprawling field of sheep and says, ‘Okay.’ The young man parks the car, connects his notebook and wireless modem, enters a NASA site, scans the ground using his GPS, opens a database and 60 Excel tables filled with algorithms, then prints a 150 page report on his high tech mini printer. He then turns to the shepherd and says, ‘You have exactly 1,586 sheep here.’ The shepherd answers: ‘That’s correct, you can have your sheep.’ The young man takes one of the animals and puts it in the back of his vehicle. The shepherd looks at him and asks: ‘Now, if I guess your profession, will you pay me back in kind?’ The young man answers: ‘Sure.’ The shepherd says, ‘You are a consultant.’ ‘Exactly! How did you know?’ asks the young man. ‘Very simple,’ answers the shepherd. ‘First, you came here without being called. Second, you charged me a fee to tell me something I already knew. Third, you do not understand anything about my business ... and I’d really like to have my dog back.’
咨询公司知识管理教案
‘KnowledgeManagement’ andtheConsultingIndustry
The Consultant
Once upon a time there was a shepherd tending his sheep at the edge of a country road. A brand new Mustang screeches to a halt next to him. The driver, a young man dressed in an Armani suit, Cerrutti shoes, Oakley glasses, TAG wrist watch and a Bhs tie gets out and asks the shepherd, ‘If I guess how many sheep you have, will you give me one of them?’ The shepherd looks at the young man, then looks at the sprawling field of sheep and says, ‘Okay.’ The young man parks the car, connects his notebook and wireless modem, enters a NASA site, scans the ground using his GPS, opens a database and 60 Excel tables filled with algorithms, then prints a 150 page report on his high tech mini printer. He then turns to the shepherd and says, ‘You have exactly 1,586 sheep here.’ The shepherd answers: ‘Thቤተ መጻሕፍቲ ባይዱt’s correct, you can have your sheep.’ The young man takes one of the animals and puts it in the back of his vehicle. The shepherd looks at him and asks: ‘Now, if I guess your profession, will you pay me back in kind?’ The young man answers: ‘Sure.’ The shepherd says, ‘You are a consultant.’ ‘Exactly! How did you know?’ asks the young man. ‘Very simple,’ answers the shepherd. ‘First, you came here without being called. Second, you charged me a fee to tell me something I already knew. Third, you do not understand anything about my business ... and I’d really like to have my dog back.’
The Consultant
Once upon a time there was a shepherd tending his sheep at the edge of a country road. A brand new Mustang screeches to a halt next to him. The driver, a young man dressed in an Armani suit, Cerrutti shoes, Oakley glasses, TAG wrist watch and a Bhs tie gets out and asks the shepherd, ‘If I guess how many sheep you have, will you give me one of them?’ The shepherd looks at the young man, then looks at the sprawling field of sheep and says, ‘Okay.’ The young man parks the car, connects his notebook and wireless modem, enters a NASA site, scans the ground using his GPS, opens a database and 60 Excel tables filled with algorithms, then prints a 150 page report on his high tech mini printer. He then turns to the shepherd and says, ‘You have exactly 1,586 sheep here.’ The shepherd answers: ‘Thቤተ መጻሕፍቲ ባይዱt’s correct, you can have your sheep.’ The young man takes one of the animals and puts it in the back of his vehicle. The shepherd looks at him and asks: ‘Now, if I guess your profession, will you pay me back in kind?’ The young man answers: ‘Sure.’ The shepherd says, ‘You are a consultant.’ ‘Exactly! How did you know?’ asks the young man. ‘Very simple,’ answers the shepherd. ‘First, you came here without being called. Second, you charged me a fee to tell me something I already knew. Third, you do not understand anything about my business ... and I’d really like to have my dog back.’
咨询公司知识管理29页
monotonous, not de-skilled, not de-humanized, not badly paid; but flexible, creative, internationll-paid, technologically advanced, fun. • The idol of today’s working world; it is one of the main ‘drivers’ of the business of business education • Accenture, PricewaterhouseCoopers (PwC), Cap Gemini Ernst & Young, McKinsey & Co., Bain & Co., The Boston Consulting Group and Mercer (to name but a few) are the archetypal companies of today’s global ‘informational’ capital, which attract the ‘highest calibre’ graduates.
‘Knowledge Management’ and the Consulting Industry
The Consultant
Once upon a time there was a shepherd tending his sheep at the edge of a country road. A brand new Mustang screeches to a halt next to him. The driver, a young man dressed in an Armani suit, Cerrutti shoes, Oakley glasses, TAG wrist watch and a Bhs tie gets out and asks the shepherd, ‘If I guess how many sheep you have, will you give me one of them?’ The shepherd looks at the young man, then looks at the sprawling field of sheep and says, ‘Okay.’ The young man parks the car, connects his notebook and wireless modem, enters a NASA site, scans the ground using his GPS, opens a database and 60 Excel tables filled with algorithms, then prints a 150 page report on his high tech mini printer. He then turns to the shepherd and says, ‘You have exactly 1,586 sheep here.’ The shepherd answers: ‘That’s correct, you can have your sheep.’ The young man takes one of the animals and puts it in the back of his vehicle. The shepherd looks at him and asks: ‘Now, if I guess your profession, will you pay me back in kind?’ The young man answers: ‘Sure.’ The shepherd says, ‘You are a consultant.’ ‘Exactly! How did you know?’ asks the young man. ‘Very simple,’ answers the shepherd. ‘First, you came here without being called. Second, you charged me a fee to tell me something I already knew. Third, you do not understand anything about my business ... and I’d really like to have my dog back.’
‘Knowledge Management’ and the Consulting Industry
The Consultant
Once upon a time there was a shepherd tending his sheep at the edge of a country road. A brand new Mustang screeches to a halt next to him. The driver, a young man dressed in an Armani suit, Cerrutti shoes, Oakley glasses, TAG wrist watch and a Bhs tie gets out and asks the shepherd, ‘If I guess how many sheep you have, will you give me one of them?’ The shepherd looks at the young man, then looks at the sprawling field of sheep and says, ‘Okay.’ The young man parks the car, connects his notebook and wireless modem, enters a NASA site, scans the ground using his GPS, opens a database and 60 Excel tables filled with algorithms, then prints a 150 page report on his high tech mini printer. He then turns to the shepherd and says, ‘You have exactly 1,586 sheep here.’ The shepherd answers: ‘That’s correct, you can have your sheep.’ The young man takes one of the animals and puts it in the back of his vehicle. The shepherd looks at him and asks: ‘Now, if I guess your profession, will you pay me back in kind?’ The young man answers: ‘Sure.’ The shepherd says, ‘You are a consultant.’ ‘Exactly! How did you know?’ asks the young man. ‘Very simple,’ answers the shepherd. ‘First, you came here without being called. Second, you charged me a fee to tell me something I already knew. Third, you do not understand anything about my business ... and I’d really like to have my dog back.’
管理咨询-企业知识管理培训教材7p
最新资料，WORD文档，可下载编辑！知识就是力量：企业知识管理咨询实操尽管早在十七世纪伟大的哲学家培根已高呼“知识就是力量”，然而这句金光闪闪的名言却一直没有真正地经过企业级应用，直到二十世纪的管理大师彼得．杜拉克再倡“知识将取代资金、自然资源及人力，成为最根本的经济资源”，雷鸣之声才在企业家的心头荡起丝丝涟漪。
夜幕一旦过去，强光就无法让人眼睁开。
有一项面向全球500强CEO的调查显示，CE0们认为影响企业未来有两大趋势：第一是全球化，第二就是知识管理。
尽管知识管理的系统应用只有十年多的历史，但迄今全球500强的企业中已有70%实施了知识管理，知识管理咨询也已成为安永、安盛等国际咨询公司的重要业务。
然而在中国依旧在黑暗中行走，成功地导入知识管理的企业可以说还没有，有能力提供相关辅导服务的咨询公司也是凤毛麟角，时势如此，为之奈何！一、什么是知识管理？1、知识遗憾的是，知识从无一个可普遍接受的定义。
一般而言，知识是从相关信息中过滤、提炼及加工而得到的有用资料。
1.1显性知识和隐性知识根据可识别的程度，知识可以分成两类：显性知识和隐性知识。
显性知识能通过计算机进行整理、归档和储存，如资讯情报、方法技能、原则原理、规律规则等。
隐性知识则是储存在人们的大脑里，难以辨认、产生、分享和管理它，如经验、构思、洞察力、判断力等。
1.2四种知识类型知识虽然是无限的，但总体而言分5大门类：知识虽然是无限的，但总体而言分5大门类：Know-what知道是什么的知识事实Know-why知道为什么的知识原理和规律Know-how知道怎样做的知识技术和能力Know-who知道是谁的知识专家、人力资源、服务机构1.3两大知识来源归根结底，知识不是来源于组织外部就是来源于组织内部。
外部来源环境知识宏观经济、行业经济及细分市场–市场及客户／竞争对手／技术及产品／相关的竞争情报业务知识金融／贸易／投资／财务、税务及评估公证／工商、商标及专利／法律法规／管理及营销／公关、会议及展览／环保服务／广告、设计及印刷包装／软件、信息及商务顾问／资产及产权交易或处置/业务及管理的流程典范／案例内部来源员工知识员工个人技能、知识潜力、工作经验、工作记录流程知识将知识嵌入业务流程之中，在关键环节能有专家知识支持组织记忆记录现有经验以备将来之用，既可以采用知识库的形式，还可以开发知识引导工具，包括泛文档管理／案例／专家渠道制度规范目的说明／管理流程图示／操作指引（流程说明、重要目标、数量及质量要求、时间要求、注意事项）／标准文本／执行人员指引／管理人员指引／审批权限指引／监督机制／奖惩制度支持决策经营管理数据／信息／研究分析／专业及技术资料关系知识提高跨领域的知识流动，比如利用与供应商、客户以及雇员的关系等1.4知识不同于信息要明确的是，信息与知识是存在很大差距的，知识开始于信息结束的地方。
咨询公司知识管理(英文PPT 28页)
The management consultant
• The management consultant is a special breed of consultant. • Personification of the knowledge economy; • Anti-thesis to Ford’s assembly-line worker. • Symbolises the ‘future’ of work: not dirty, not heavy-duty, not manual, not
monotonous, not de-skilled, not de-humanized, not badly paid; but flexible, creative, international, demanding, cross-cultural, well-paid, technologically advanced, fun. • The idol of today’s working world; it is one of the main ‘drivers’ of the business of business education • Accenture, PricewaterhouseCoopers (PwC), Cap Gemini Ernst & Young, McKinsey & Co., Bain & Co., The Boston Consulting Group and Mercer (to name but a few) are the archetypal companies of today’s global ‘informational’ capital, which attract the ‘highest calibre’ graduates.
某咨询公司的知识管理教材(PPT 30页)
Beijing
Seoul
Tokyo
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
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
8
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,
But none worked. Examples ofals 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
咨询公司知识管理-29页PPT资料
monotonous, not de-skilled, not de-humanized, not badly paid; but flexible, creative, international, demanding, cross-cultural, well-paid, technologically advanced, fun. • The idol of today’s working world; it is one of the main ‘drivers’ of the business of business education • Accenture, PricewaterhouseCoopers (PwC), Cap Gemini Ernst & Young, McKinsey & Co., Bain & Co., The Boston Consulting Group and Mercer (to name but a few) are the archetypal companies of today’s global ‘informational’ capital, which attract the ‘highest calibre’ graduates.
The management consultant
• The management consultant is a special breed of consultant. • Personification of the knowledge economy; • Anti-thesis to Ford’s assembly-line worker. • Symbolises the ‘future’ of work: not dirty, not heavy-duty, not manual, not
The management consultant
• The management consultant is a special breed of consultant. • Personification of the knowledge economy; • Anti-thesis to Ford’s assembly-line worker. • Symbolises the ‘future’ of work: not dirty, not heavy-duty, not manual, not
咨询公司知识管理-29页PPT精品文档
PoA KC
A joint conference call for small projects and an on-site knowledge
capture session for large projects is suggested
GMT, CoE, CA and Disciplines KC and experts play a key role in assessing innovations and best in class contributions.
leads, identify ‘Best
in Class’ GMT
documents
abstract and sanitize best documents and send to
KS
review documents and allocate
to the relevant (GMT, CoE, CA, Disc.) KBases
InterCon
• German subsidiary of a global management and technology consulting company
• The IKM project • Virtual project team • IT
Organisational Structure of InterCon
monotonous, not de-skilled, not de-humanized, not badly paid; but flexible, creative, international, demanding, cross-cultural, well-paid, technologically advanced, fun. • The idol of today’s working world; it is one of the main ‘drivers’ of the business of business education • Accenture, PricewaterhouseCoopers (PwC), Cap Gemini Ernst & Young, McKinsey & Co., Bain & Co., The Boston Consulting Group and Mercer (to name but a few) are the archetypal companies of today’s global ‘informational’ capital, which attract the ‘highest calibre’ graduates.
A joint conference call for small projects and an on-site knowledge
capture session for large projects is suggested
GMT, CoE, CA and Disciplines KC and experts play a key role in assessing innovations and best in class contributions.
leads, identify ‘Best
in Class’ GMT
documents
abstract and sanitize best documents and send to
KS
review documents and allocate
to the relevant (GMT, CoE, CA, Disc.) KBases
InterCon
• German subsidiary of a global management and technology consulting company
• The IKM project • Virtual project team • IT
Organisational Structure of InterCon
monotonous, not de-skilled, not de-humanized, not badly paid; but flexible, creative, international, demanding, cross-cultural, well-paid, technologically advanced, fun. • The idol of today’s working world; it is one of the main ‘drivers’ of the business of business education • Accenture, PricewaterhouseCoopers (PwC), Cap Gemini Ernst & Young, McKinsey & Co., Bain & Co., The Boston Consulting Group and Mercer (to name but a few) are the archetypal companies of today’s global ‘informational’ capital, which attract the ‘highest calibre’ graduates.
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The GXC - a great KM system
- Classification/taxonomies - Integration of internal and external content - Integration of learning and knowledge - Powerful search
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
“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 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
A good strategy for content creation and capture
- Focused, high value investments in intellectual capital - Deep mining of ongoing learnings from projects
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
Nature:
Two core assets: people and reputation Our “product” is intangible Global business, but with local differences Partnerships, not hierarchies
Trends:
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…
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
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
just a part of business strategy Not enough thought before technology Misguided focus on people and process
Bain has created a leading KM capability
Average of Knowledge 31 Tools Management
Source: Bain Management Tools & Techniques Survels
Not properly defining KM for the organization Viewing KM as a separate function, versus
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
-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
- Classification/taxonomies - Integration of internal and external content - Integration of learning and knowledge - Powerful search
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
“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 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
A good strategy for content creation and capture
- Focused, high value investments in intellectual capital - Deep mining of ongoing learnings from projects
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
Nature:
Two core assets: people and reputation Our “product” is intangible Global business, but with local differences Partnerships, not hierarchies
Trends:
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…
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
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
just a part of business strategy Not enough thought before technology Misguided focus on people and process
Bain has created a leading KM capability
Average of Knowledge 31 Tools Management
Source: Bain Management Tools & Techniques Survels
Not properly defining KM for the organization Viewing KM as a separate function, versus
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
-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