Click to edit master text styles,Second level,Third level,*,NY Infotoday preez 1,单击此处编辑母版标题样式,单击此处编辑母版文本样式,二级,三级,四级,五级,2019年12月11日星期三4时19分28秒,#,Knowledge Management at Bain,Mostexecutivesarenothappy with KM,“,HowSatisfied Are You withEachManagementTool?”,“,HowGoodisEachManagementToolatGettingFinancial Results?,Source:Bain ManagementTools&TechniquesSurvey(2001),2,WhyKM OftenFails,Notenough thought before technology,Notproperlydefining KMfortheorganization,ViewingKM as aseparatefunction,versus just apart ofbusiness strategy,Misguided focuson people and process,3,Bainhascreateda leading KM capability,A good strategyforcontentcreationandcapture,Focused,high valueinvestmentsin intellectualcapital,Deepminingof ongoing learningsfrom projects,TheGXC-agreat KMsystem,Classification/taxonomies,Integrationof internalandexternalcontent,Integrationof learningandknowledge,Powerfulsearch,A lean,value-addedKM teamthat,makes the process work,fitsinto existing company structures,A culture ofsharing,not hoarding,Tacit,Codified,4,WhyKM matters to consultingfirms,Two core assets:people and reputation,Our“product”is intangible,Global business,but with local differences,Partnerships,not hierarchies,Nature:,Generic frameworks and data are commoditizing,Industry life cycles shrinking,More MBAs,low entry barriers,competition!,Global service is required,Trends:,“,Knowledge”is a critical capability for consulting firms,5,Knowledge example inconsulting,Youre working in the PC Industry,Data,Knowledge,Market size,Market share,Competitor prices,A commodity,The best way to segment the consumer market,How to streamline the supply chain,Impact of supplier consolidation on OEMs,A differentiator,World class KM programs manage&share both,6,OverviewofBainandCompany,SanFrancisco,Mexico City,Boston,Toronto,Chicago,Moscow,Rome,Munich,Milan,Brussels,London,Tokyo,Seoul,HongKong,Singapore,Sydney,Dallas,Paris,Zurich,Beijing,Atlanta,LosAngeles,Madrid,Stockholm,Johannesburg,SaoPaulo,NewYork,26,offices,workingin9 languages,Over2,500 consulting staff,“,“generalist,”,”model,Strict conflictandsharingstandards,7,ManyKMfailuresover our first26 years,(1973-83),“,WordofMouth”,(1983-93),“,Experience Center”,(1993-99),“,BRAVA”,Manyattempts atKMoverourfirst 25 years,Butnoneworked.Examples ofoureveryday pain,Proposals stillkeptbyeachpartner,requiringemail and fax,Researchtools weren,t sufficient todothejob,Our,“,“best”workwasstill infile cabinets,We stilldepended onword ofmouth to find experts,We redidthesame work multipletimes each year,8,Bain,s approachforgettingit right,Create,Capture,Organize,Transfer,Use,Businessstrategy,KM Objectives,Define KMforthecompany,Define yourcontentstrategy,and what needstobecreatedto support yourstrategy,Determine how tocapture(e.g.,format,timing),Organizeandclassifyknowledge basedonthebusiness,“viewof the world,”,”,Determine best modesforTransferringandsharingknowledge,Ensure formats and access(e.g.,IT)makeuseas easyas possible,KeyelementsofKM:,9,Theobjectives of KMforBain,What Its Not,Advance the science,Become famous authors,Fancy portals,Document management,What It Is,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 Bains best global insights and approaches -No“re-inventing the wheel”,Drive client results,10,Bain,s knowledgeiscenteredaroundourcaseteams,Knowledge“Needs”,Bains point of view on the industry and case topic,Great examples and approaches,Access to internal experts,External Research,Knowledge“Outputs”,New industry insights,New approaches(and solutions)to problems,Update to Bains point of view,Insights on managing the case and client,Client Development,Case Start-up,In-Depth Work&Recommendations,Implementation,(,Partner),(,Partner,Manager and team),(1-3,weeks),(1-2,weeks),(1-6,months),(6,months+),11,Ourcontentstrategy,Major research databases,Top external data sources,External content,Bains case&people experience,Sanitized summaries of every client project,Staff profiles&expertise,For“tacit”sharing,Codified Baininsights,Bains critical IP,Industry verticals,Capability areas,“Reusable”formats,Short shelf life,Tools and skills,Bains core global toolkit,Embedded in our staff training programs,Long shelf life,12,TheBVUandGXC,External content,Bains case&people experience,Codified Baininsights,Tools and skills,BVU 1.0,Launched 1999,GXC 1.0,launched 2000,GXC 2.0,BVU 2.0,Launched,October 2002,13,GXC2.0homepage,14,Additional screen shotsremoveddueto sensitivity,15,10,industrypages on the GXC,16,Presentations are inaneasy-to-use,web-based format,17,BainVirtualUniversity,18,BVUvideo modules,19,NewExternalSourcesPage speedsupyourresearch,20,TheGXChaschangedthewayBainworks,“,Thanks to the GXC,Iwasable topull together apreez on the impactofa proposed merger intheinternet spacehereinAustralia injust 24hours.Thedeadline wouldnormallyhave been impossible tomeet with any quality,butwe got it done.I lovethistool!”,