贝恩Bain咨询公司的知识管理共31页
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贝恩Bain咨询公司的知识管理-Knowledge Management at Bain_OK
(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…
-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
LMoBnarduPdosrasinrdMeisl«sil«a«n«S««t«o««cZRkuhMoromiuclmnehic«h
Moscow
Mexico City «
Beijing «
Seoul «
« Tokyo
« Hong Kong
« Sao Paulo
Singapore «
« Johannesburg
A lean, value-added KM team that
- makes the process work - fits into existing company structures
A culture of sharing, not hoarding
- Tacit
- Codified
4
Why KM matters to consulting f
ns
(Partner, Manager and team)
“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…
-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
LMoBnarduPdosrasinrdMeisl«sil«a«n«S««t«o««cZRkuhMoromiuclmnehic«h
Moscow
Mexico City «
Beijing «
Seoul «
« Tokyo
« Hong Kong
« Sao Paulo
Singapore «
« Johannesburg
A lean, value-added KM team that
- makes the process work - fits into existing company structures
A culture of sharing, not hoarding
- Tacit
- Codified
4
Why KM matters to consulting f
ns
(Partner, Manager and team)
Bain咨询公司的知识管理
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
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
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英文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”
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”
GXC 1.0 launched 2000
BVU 1.0 Launched 1999
External content
Bain’s case & people experience
Codified Bain insights
Tools and skills
NY Infotoday preez 1 11
Our content strategy
External content
Bain’s case & people experience
Codified Bain insights
Tools and skills
Major research databases Top external data sources
Trends:
Generic frameworks and data are commoditizing Industry life cycles shrinking More MBAs, low entry barriers competition! Global service is required
Apply Bain’s best global insights and approaches - No “re-inventing the wheel”
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”
GXC 1.0 launched 2000
BVU 1.0 Launched 1999
External content
Bain’s case & people experience
Codified Bain insights
Tools and skills
NY Infotoday preez 1 11
Our content strategy
External content
Bain’s case & people experience
Codified Bain insights
Tools and skills
Major research databases Top external data sources
Trends:
Generic frameworks and data are commoditizing Industry life cycles shrinking More MBAs, low entry barriers competition! Global service is required
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-精品文档31页
The GXC - a great KM system
- Classification/taxonomies - Integration of internal and external content - Integration of learning and knowledge - Powerful search
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
Trends:
Generic frameworks and data are commoditizing Industry life cycles shrinking More MBAs, low entry barriers competition! Global service is required
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
- Classification/taxonomies - Integration of internal and external content - Integration of learning and knowledge - Powerful search
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
Trends:
Generic frameworks and data are commoditizing Industry life cycles shrinking More MBAs, low entry barriers competition! Global service is required
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
贝恩Bain咨询公司的知识管理--资料
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
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
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.
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
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
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.
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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
“Knowledge” is a critical capability for consulting firms
NY Infotoday preez 1
4
Knowledge example in consulting
You’re working in the PC Industry
Data
Market size Market share Competitor prices
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
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)
The GXC - a great KM system
- Classification/taxonomies - Integration of internal and external content - Integration of learning and knowledge - Powerful search
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
Trends:
Generic frameworks and data are commoditizing Industry life cycles shrinking More MBAs, low entry barriers competition! Global service is required
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
World class KM programs manage & share both
NY Infotoday preez 1
5
Overview of Bain and Company
SaLnoFsraAnncgisecleos DCahlilcaasgoTAotrlaonnNBttaeoowstYoonrkLMoBnarPuddasroMirsndiesillasnStoZcRukMorhmuiocnehlmichMoscow Mexico City
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
NY Infotoday preez 1
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
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
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
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?