贝恩Bain咨询公司的知识管理
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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
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
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?
贝恩(Bain)咨询公司的知识管理课程(PPT 30页)
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 -We still depended on word of mouth to find experts -We redid the same work multiple times each year
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)
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.
-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
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)
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.
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
贝恩公司的知识管理_中
与实践领域副总裁协同 IP 开发和 捕获
详细调查案例团队以便发现重要的团队 见解来进行编纂整理
- 案例结束时访谈经理 - 与相关知识专家接口
支持实践领域的沟通，项目和激励
与知识官一起运行办公室激励计划
24
测量和激励
办公室 实践领域 个人
办公室 KM 计分卡
- 测量所有的办公室KM 贡献 - 测量尺度标准化 - 按季度发送到办公室领 导及总经理
GXC – 一个大型KM系统
- 分类/分类法 - 集成内部和外部内容 - 整合学习和知识
一支精益，增值的知识管理团队
- 构造工作流程 - 融入现有的公司结构
共享的文化，不囤积
- 隐性的知识 - 编码的知识
NY Infotoday preez 1
4
为什么KM 对咨询公司是要紧的事
本性:
两大核心资产:人与声誉 我们的“产品”是无形的
GXC 2.0 BVU 2.0 2002年10月 推出
工具和技能
BVU 1.0 1999年推出
NY Infotoday preez 1
13
GXC 2.0 主页
NY Infotoday preez 1
14
由于灵敏度删除了附加的屏幕截图
NY Infotoday preez 1
15
GXC 中的10个行业网页
2
为什么KM 常常失败
没有正确定义组织的KM 把KM视为一个单独的功能而不是商业战略的一 部分
技术实施之前没有充分的考虑好
错误地专注于人和过程
NY Infotoday preez 1
3
贝恩已经建立了领先的KM能力
内容创造和捕捉的一个良好策略
详细调查案例团队以便发现重要的团队 见解来进行编纂整理
- 案例结束时访谈经理 - 与相关知识专家接口
支持实践领域的沟通，项目和激励
与知识官一起运行办公室激励计划
24
测量和激励
办公室 实践领域 个人
办公室 KM 计分卡
- 测量所有的办公室KM 贡献 - 测量尺度标准化 - 按季度发送到办公室领 导及总经理
GXC – 一个大型KM系统
- 分类/分类法 - 集成内部和外部内容 - 整合学习和知识
一支精益，增值的知识管理团队
- 构造工作流程 - 融入现有的公司结构
共享的文化，不囤积
- 隐性的知识 - 编码的知识
NY Infotoday preez 1
4
为什么KM 对咨询公司是要紧的事
本性:
两大核心资产:人与声誉 我们的“产品”是无形的
GXC 2.0 BVU 2.0 2002年10月 推出
工具和技能
BVU 1.0 1999年推出
NY Infotoday preez 1
13
GXC 2.0 主页
NY Infotoday preez 1
14
由于灵敏度删除了附加的屏幕截图
NY Infotoday preez 1
15
GXC 中的10个行业网页
2
为什么KM 常常失败
没有正确定义组织的KM 把KM视为一个单独的功能而不是商业战略的一 部分
技术实施之前没有充分的考虑好
错误地专注于人和过程
NY Infotoday preez 1
3
贝恩已经建立了领先的KM能力
内容创造和捕捉的一个良好策略
IBM的知识管理实践
IBM的知识管理实践在现代信息化时代，知识成为了企业竞争的核心资源之一。
企业如何高效地管理和利用知识，已成为一个关键的问题。
IBM作为全球知名的科技和咨询公司，在知识管理的实践上经验丰富。
本文将从IBM的知识管理战略、工具与平台以及成功案例三个方面来介绍IBM的知识管理实践。
一、IBM的知识管理战略IBM一直将知识管理视为企业发展的战略重点。
在知识管理战略上，IBM始终坚持以下几个原则：1. 核心价值观：IBM坚信知识共享和协作的核心价值，鼓励员工共享自己的知识和经验，形成良好的学习和沟通氛围。
2. 领导力推动：IBM的高层领导积极参与和推动知识管理，将其纳入业务发展的战略规划中，为知识管理提供资源和支持。
3. 学习文化：IBM倡导学习型组织，鼓励员工不断学习和成长，建立学习的习惯和机制。
二、IBM的知识管理工具与平台为了实现知识的有效管理和利用，IBM开发了一系列的知识管理工具与平台，以支持企业内部的知识共享和协作。
1. Lotus Notes: Lotus Notes是IBM开发的一套协同办公软件，集邮件、日程、任务等多种功能于一体，同时也提供了协同编辑、在线聊天等方便知识共享的功能。
2. Connections: IBM Connections是一款基于Web的社交软件平台，可以帮助员工进行知识共享和协作。
员工可以通过Connections创建个人主页、分享文档、参与讨论等方式，实现知识的传递和交流。
3. Watson: IBM的人工智能系统Watson在知识管理领域也发挥了重要作用。
通过自然语言处理和机器学习等技术，Watson可以帮助企业快速搜索和获取知识，帮助员工解决问题、提高工作效率。
三、IBM的成功案例IBM在知识管理实践中取得了丰硕的成果，在很多领域都有着成功的案例。
1. 高效的技术支持：IBM通过知识管理系统，将技术支持人员的经验和知识进行整理和归类，形成了一个共享的知识库。
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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
“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
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
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
贝恩Bain咨询公司的知识管理
Bain has created a leading KM capability
PPT文档演模板
贝恩Bain咨询公司的知识管理
•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
贝恩Bain咨询公司的知识管理
GXC 2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
•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
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
•Trends:
Generic frameworks and data are commoditizing Industry life cycles shrinking More MBAs, low entry barriers competition! Global service is required
•(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”
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
•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
Our content strategy
•External content •Bain’s case &
people experience •Codified Bain insights
•Tools and skills
PPT文档演模板
Major research databases Top external data sources
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
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
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
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)
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
-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
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”
•GXC 1.0 •launched 2000
•BVU 1.0 •Launched 1999
PPT文档演模板
•External content
•Bain’s case & people experience
- Focused, high value investments in intellectual capital - Deep mining of ongoing learnings from projects
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
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
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
贝恩Bain咨询公司的知识管理
Bain has created a leading KM capability
PPT文档演模板
贝恩Bain咨询公司的知识管理
•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
贝恩Bain咨询公司的知识管理
GXC 2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
•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
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
•Trends:
Generic frameworks and data are commoditizing Industry life cycles shrinking More MBAs, low entry barriers competition! Global service is required
•(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”
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
•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
Our content strategy
•External content •Bain’s case &
people experience •Codified Bain insights
•Tools and skills
PPT文档演模板
Major research databases Top external data sources
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
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
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
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)
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
-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
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”
•GXC 1.0 •launched 2000
•BVU 1.0 •Launched 1999
PPT文档演模板
•External content
•Bain’s case & people experience