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
PPT文档演模板
2020/12/10
贝恩Bain咨询公司的知识管理
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?
PPT文档演模板
贝恩Bain咨询公司的知识管理
Bain’s approach for getting it right
•Use
•Create
•Transfe r
•KM Objectives
•Business strategy
•Captur e
•Organize
•Key elements of KM:
just a part of business strategy Not enough thought before technology Misguided focus on people and process
PPT文档演模板
贝恩Bain咨询公司的知识管理
Bain has created a leading KM capability
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
•(6 months +)
Bain’s point of view on the industry and case topic
Great examples and approaches Access to internal experts External Research
•Knowledge “Needs”
“Reusable” formats Short shelf life
Bain’s core global toolkit Embedded in our staff
training programs Long shelf life
贝恩Bain咨询公司的知识管理
The BVU and GXC
•Trends:
Generic frameworks and data are commoditizing Industry life cycles shrinking More MBAs, low entry barriers competition! Global service is required
-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
A good strategy for content creation and capture
- Focused, high value investments in intellectual capital - Deep mining of ongoing learnings from projects
PPT文档演模板
贝恩Bain咨询公司的知识管理
The objectives of KM for Bain
•What It’s Not
Advance the science Become famous authors Fancy portals Document management
•What It Is
PPT文档演模板
贝恩Bain咨询公司的知识管理
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
•Source: Bain Management Tools & Techniques Survey (2001)
PPT文档演模板
贝恩Bain咨询公司的知识管理
Why KM Often Fails
Not properly defining KM for the organization Viewing KM as a separate function, versus
A commodity
A differentiator
PPT文档演模板
•World class KM programs manage & share both
贝恩Bain咨询公司的知识管理
Overview of Bain and Company
•Sa•nLoFsraAnncgisecleos••DCahlilcaasgo••TAotrlao•nn•NBttaeoowstYoonrk•L••MoBna•rPuddasro•iMrsndiesillasn•Sto••ZcR•ukMohrmuiocnlehmich•Moscow
Sanitized summaries of every client project
Staff profiles & expertise For “tacit” sharing
Bain’s critical IP
- Industry verticals - Capability areas
PPT文档演模板
“Knowledge” is a critical capability for consulting firms
贝恩Bain咨询公司的知识管理
Knowledge example in consulting
•You’re working in the PC Industry
•Data
Provide our staff with the tools and skills to develop
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”
PPT文档演模板
Drive client results
贝恩Bain咨询公司的知识管理
Bain’s knowledge is centered around our case teams
贝恩Bain咨询公司的知识管理
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
Our content strategy
•External content •Bain’s case &
people experience •Codified Bain insights
•Tools and skills
PPT文档演模板
Major researchBaidu Nhomakorabeadatabases Top external data sources
PPT文档演模板
•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
A lean, value-added KM team that
- makes the process work - fits into existing company structures
A culture of sharing, not hoarding
- Tacit - Codified
PPT文档演模板
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)
•Beijing•Seoul •Tokyo
•Mexico City
•Hong Kong
•Sao Paulo
•Singapore
•Johannesburg
•Sydney
PPT文档演模板
26 offices, working in 9 languages Over 2,500 consulting staff, “generalist” model Strict conflict and sharing standards
贝恩Bain咨询公司的知识管理
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…
•GXC 1.0 •launched 2000
•BVU 1.0 •Launched 1999
PPT文档演模板
•External content
•Bain’s case & people experience
•Codified Bain insights
•Tools and skills
•GXC 2.0 •BVU 2.0 •Launched •October 2002
•Client Development
•(Partner) •(1-3 weeks)
•Case Startup
•In-Depth Work & Recommendatio
ns
•(Partner, Manager and team)
•(1-2 weeks)
•(1-6 months)
•Implementati on
The GXC - a great KM system
- Classification/taxonomies - Integration of internal and external content - Integration of learning and knowledge - Powerful search
贝恩Bain咨询公司的知识管理
GXC 2.0 home page
PPT文档演模板
贝恩Bain咨询公司的知识管理
Additional screen shots removed due to sensitivity
PPT文档演模板
贝恩Bain咨询公司的知识管理
•10 industry pages on the GXC
PPT文档演模板
2020/12/10
贝恩Bain咨询公司的知识管理
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?
PPT文档演模板
贝恩Bain咨询公司的知识管理
Bain’s approach for getting it right
•Use
•Create
•Transfe r
•KM Objectives
•Business strategy
•Captur e
•Organize
•Key elements of KM:
just a part of business strategy Not enough thought before technology Misguided focus on people and process
PPT文档演模板
贝恩Bain咨询公司的知识管理
Bain has created a leading KM capability
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
•(6 months +)
Bain’s point of view on the industry and case topic
Great examples and approaches Access to internal experts External Research
•Knowledge “Needs”
“Reusable” formats Short shelf life
Bain’s core global toolkit Embedded in our staff
training programs Long shelf life
贝恩Bain咨询公司的知识管理
The BVU and GXC
•Trends:
Generic frameworks and data are commoditizing Industry life cycles shrinking More MBAs, low entry barriers competition! Global service is required
-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
A good strategy for content creation and capture
- Focused, high value investments in intellectual capital - Deep mining of ongoing learnings from projects
PPT文档演模板
贝恩Bain咨询公司的知识管理
The objectives of KM for Bain
•What It’s Not
Advance the science Become famous authors Fancy portals Document management
•What It Is
PPT文档演模板
贝恩Bain咨询公司的知识管理
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
•Source: Bain Management Tools & Techniques Survey (2001)
PPT文档演模板
贝恩Bain咨询公司的知识管理
Why KM Often Fails
Not properly defining KM for the organization Viewing KM as a separate function, versus
A commodity
A differentiator
PPT文档演模板
•World class KM programs manage & share both
贝恩Bain咨询公司的知识管理
Overview of Bain and Company
•Sa•nLoFsraAnncgisecleos••DCahlilcaasgo••TAotrlao•nn•NBttaeoowstYoonrk•L••MoBna•rPuddasro•iMrsndiesillasn•Sto••ZcR•ukMohrmuiocnlehmich•Moscow
Sanitized summaries of every client project
Staff profiles & expertise For “tacit” sharing
Bain’s critical IP
- Industry verticals - Capability areas
PPT文档演模板
“Knowledge” is a critical capability for consulting firms
贝恩Bain咨询公司的知识管理
Knowledge example in consulting
•You’re working in the PC Industry
•Data
Provide our staff with the tools and skills to develop
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”
PPT文档演模板
Drive client results
贝恩Bain咨询公司的知识管理
Bain’s knowledge is centered around our case teams
贝恩Bain咨询公司的知识管理
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
Our content strategy
•External content •Bain’s case &
people experience •Codified Bain insights
•Tools and skills
PPT文档演模板
Major researchBaidu Nhomakorabeadatabases Top external data sources
PPT文档演模板
•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
A lean, value-added KM team that
- makes the process work - fits into existing company structures
A culture of sharing, not hoarding
- Tacit - Codified
PPT文档演模板
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)
•Beijing•Seoul •Tokyo
•Mexico City
•Hong Kong
•Sao Paulo
•Singapore
•Johannesburg
•Sydney
PPT文档演模板
26 offices, working in 9 languages Over 2,500 consulting staff, “generalist” model Strict conflict and sharing standards
贝恩Bain咨询公司的知识管理
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…
•GXC 1.0 •launched 2000
•BVU 1.0 •Launched 1999
PPT文档演模板
•External content
•Bain’s case & people experience
•Codified Bain insights
•Tools and skills
•GXC 2.0 •BVU 2.0 •Launched •October 2002
•Client Development
•(Partner) •(1-3 weeks)
•Case Startup
•In-Depth Work & Recommendatio
ns
•(Partner, Manager and team)
•(1-2 weeks)
•(1-6 months)
•Implementati on
The GXC - a great KM system
- Classification/taxonomies - Integration of internal and external content - Integration of learning and knowledge - Powerful search
贝恩Bain咨询公司的知识管理
GXC 2.0 home page
PPT文档演模板
贝恩Bain咨询公司的知识管理
Additional screen shots removed due to sensitivity
PPT文档演模板
贝恩Bain咨询公司的知识管理
•10 industry pages on the GXC