贝恩Bain咨询公司的知识管理-Knowledge Management at Bain.ppt

KnowledgeManagementatBain,2,MostexecutivesarenothappywithKM,“HowSatisfiedAreYouwithEachManagementTool?”,“HowGoodisEachManagementToolatGettingFinancialResults?,Source:BainManagementTools&TechniquesSurvey(2001),3,WhyKMOftenFails,Notenoughthoughtbeforetechnology,NotproperlydefiningKMfortheorganization,ViewingKMasaseparatefunction,versusjustapartofbusinessstrategy,Misguidedfocusonpeopleandprocess,4,BainhascreatedaleadingKMcapability,AgoodstrategyforcontentcreationandcaptureFocused,highvalueinvestmentsinintellectualcapitalDeepminingofongoinglearningsfromprojectsTheGXC-agreatKMsystemClassification/taxonomiesIntegrationofinternalandexternalcontentIntegrationoflearningandknowledgePowerfulsearchAlean,value-addedKMteamthatmakestheprocessworkfitsintoexistingcompanystructuresAcultureofsharing,nothoardingTacitCodified,5,WhyKMmatterstoconsultingfirms,6,Knowledgeexampleinconsulting,7,OverviewofBainandCompany,SanFrancisco,MexicoCity,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,26offices,workingin9languagesOver2,500consultingstaff,“generalist”modelStrictconflictandsharingstandards,8,ManyKMfailuresoverourfirst26years,(1973-83)“WordofMouth”,(1983-93)“ExperienceCenter”,(1993-99)“BRAVA”,ManyattemptsatKMoverourfirst25yearsButnoneworked.ExamplesofoureverydaypainProposalsstillkeptbyeachpartnerrequiringemailandfaxResearchtoolswerentsufficienttodothejobOur“best”workwasstillinfilecabinetsWestilldependedonwordofmouthtofindexpertsWeredidthesameworkmultipletimeseachyear,9,Bainsapproachforgettingitright,DefineKMforthecompanyDefineyourcontentstrategy,andwhatneedstobecreatedtosupportyourstrategyDeterminehowtocapture(e.g.,format,timing)Organizeandclassifyknowledgebasedonthebusiness“viewoftheworld”DeterminebestmodesforTransferringandsharingknowledgeEnsureformatsandaccess(e.g.,IT)makeuseaseasyaspossible,KeyelementsofKM:,10,TheobjectivesofKMforBain,11,Bainsknowledgeiscenteredaroundourcaseteams,12,Ourcontentstrategy,13,TheBVUandGXC,14,GXC2.0homepage,15,Additionalscreenshotsremovedduetosensitivity,16,10industrypagesontheGXC,17,Presentationsareinaneasy-to-use,web-basedformat,18,BainVirtualUniversity,19,BVUvideomodules,20,NewExternalSourcesPagespeedsupyourresearch,21,TheGXChaschangedthewayBainworks,“ThankstotheGXC,IwasabletopulltogetherapreezontheimpactofaproposedmergerintheinternetspacehereinAustraliainjust24hours.Thedeadlinewouldnormallyhavebeenimpossibletomeetwithanyquality,butwegotitdone.Ilovethistool!”Manager,Sydney“WepulledacaseexampleonAssetManagementintheFinancialServicesPagetocreateapresentationfortheclientinonly1day.Itwasfantastic!”VP,Munich“GXCisfantastic,Iamsavinghoursalready!”AC,Dallas“YourKMsystemisoneofthemostintuitiveandsophisticatedthatIhaveeverseen.Youcoulddoalottohelpusoutinthisarea.”BainClient,22,Bainknowledgecreationandcapture,Proposals,Casesummaries,In-depthcodifiedmodulesTopexternalsources,Sellingprocess,CaseStart-up,Case-end,MinimumGoal:,Captureon50%ofcases,100%complianceAccuratecasetagging,Onegoodmoduleon50%ofcasesNewdatasourcesfromeverycase,Output:,FocusedinvestmentsCreatenewBainpointsofview,IPDevelopment,DrivenbyIndustry&CapabilityPractices,23,Manyrolesmakethisprocesswork,Dedicatedfacilitatorsforknowledgecaptureandsharing,Office-basedGXCevangelistRunsofficeincentiveprograms,BestexternaldatasourcesResearchdatabases,PartnerswhooverseeBainsglobalCapabilityandIndustrypractices,ContributebestworktoshareacrossBain,CaseTeam,PracticeAreas,KnowledgeOfficer,InfoServices,KnowledgeBroker,24,KnowledgeBrokersatBain,KnowledgeSpecialist,RegionalKnowledgeBroker,AssignedbyIndustryorCapabilityPracticeAreaManagestheGXCcontentandwebsiteintheirareasCoordinatesIPdevelopmentandcapturewithPracticeAreaVPsSupportsPracticeAreaoncommunications,projectsandincentives,AssignedbyofficeGeneralistKMsupporttoteamsintheirofficesAssistfindingcontent/peopleEnsuresaccuratecasetaggingHelpswritecasesummariesProbescaseteamstofindpotentialteaminsightstocodifyCaseendmanagerinterviewInterfaceswithrelevantKnowledgeSpecialistsRunsofficeincentiveprogramswithKnowledgeOfficer,“Officegeneralists”,“Globaltopicspecialists”,25,Metricsandincentives,Office,PracticeArea,Individual,OfficeKMScorecardMeasuresallofficeKMcontributionsNormalizesforsizeSentquarterlytoofficeheadsandMDKMfactoredinOfficeHeadperformanceAnnualOfficeKnowledgeAward1large,1smallofficeForallKMefforts,PracticeScorecardMeasuresKMprogressinPASentquarterlytoPAheadsandMDKMisacorefactorofperformanceandcompforPAheads,AnnualVPratingsAssessKMcontributionsbyeachVPFactoredintoannualcompOffice-based“sticksandcarrots”,26,Sowhatstheimpact?,WecantandwontmeasureROIMostofthecostsare“soft”andcantbemeasuredOurproductisintangibleKMisonlyoneofmanyinputsTodaywecapturemanykeysuccessindicatorsUsageSatisfaction(annualsurveys)OnlinequalityratingsInformal“feel”But,thisisnotsufficient,27,OurframeworkforKMimpact,ImproveStaffProductivity,BuildRelationships/Increaserevenues,Decreasecosts,Driveclientresults,28,Whatweknowsofar,ImproveStaffProductivity,BuildRelationships/Increaserevenues,Decreasecosts,Driveclientresults,29,Ournextsteps,ImproveStaffProductivity,BuildRelationships/Increaserevenues,Decreasecosts,Driveclientresults,InstitutionalizeregularcustomerresearchontheimpactofKMonourjobsPartnersOtherconsultingstafflevelsStructuredinterviewsandsurveys,builtaroundthisimpactframeworkUseresultstodirectChangestocontentstrategyandprioritiesAdditioninvestmentsin