某咨询咨询公司的知识管理课程

KnowledgeManagementatBain第一页，共三十一页。MostexecutivesarenothappywithKM“HowSatisfiedAreYouwith

EachManagementTool?”“HowGoodisEachManagementToolatGettingFinancialResults?Source:BainManagementTools&TechniquesSurvey(2001)2第二页，共三十一页。WhyKMOftenFailsNotenoughthoughtbeforetechnologyNotproperlydefiningKMfortheorganizationViewingKMasaseparatefunction,versusjustapartofbusinessstrategyMisguidedfocusonpeopleandprocess3第三页，共三十一页。BainhascreatedaleadingKMcapabilityAgoodstrategyforcontentcreationandcaptureFocused,highvalueinvestmentsinintellectualcapitalDeepminingofongoinglearningsfromprojectsTheGXC-agreatKMsystemClassification/taxonomiesIntegrationofinternalandexternalcontentIntegrationoflearningandknowledgePowerfulsearchAlean,value-addedKMteamthatmakestheprocessworkfitsintoexistingcompanystructuresAcultureofsharing,nothoardingTacitCodified4第四页，共三十一页。WhyKMmatterstoconsultingfirmsTwocoreassets:peopleandreputationOur“product”isintangibleGlobalbusiness,butwithlocaldifferencesPartnerships,nothierarchiesNature:GenericframeworksanddataarecommoditizingIndustrylifecyclesshrinkingMoreMBAs,lowentrybarrierscompetition!GlobalserviceisrequiredTrends:“Knowledge”isacriticalcapabilityforconsultingfirms5第五页，共三十一页。KnowledgeexampleinconsultingYou’reworkinginthePCIndustryDataKnowledgeMarketsizeMarketshareCompetitorpricesAcommodityThebestwaytosegmenttheconsumermarketHowtostreamlinethesupplychainImpactofsupplierconsolidationonOEMsAdifferentiatorWorldclassKMprogramsmanage&shareboth6第六页，共三十一页。OverviewofBainandCompanySanFranciscoMexicoCityBostonTorontoChicagoMoscowRomeMunichMilanBrusselsLondonTokyoSeoulHongKongSingaporeSydneyDallasParisZurich«««««««««««««««««««««Beijing«Atlanta«LosAngelesMadrid«StockholmJohannesburg«SaoPaulo«NewYork«26offices,workingin9languagesOver2,500consultingstaff,“generalist”modelStrictconflictandsharingstandards7第七页，共三十一页。ManyKMfailuresoverourfirst26years(1973-83)“WordofMouth”(1983-93)“ExperienceCenter”(1993-99)

“BRAVA”ManyattemptsatKMoverourfirst25yearsButnoneworked.Examplesofoureverydaypain…Proposalsstillkeptbyeachpartner–requiringemailandfaxResearchtoolsweren’tsufficienttodothejobOur“best”workwasstillinWestilldependedonwordofmouthtofindexpertsWeredidthesameworkmultipletimeseachyear8第八页，共三十一页。Bain’sapproachforgettingitrightCreateCaptureOrganizeTransferUseBusiness

strategyKMObjectivesDefineKMforthecompanyDefineyourcontentstrategy,andwhatneedstobecreatedtosupportyourstrategyDeterminehowtocapture(e.g.,format,timing)Organizeandclassifyknowledgebasedonthebusiness’“viewoftheworld”DeterminebestmodesforTransferringandsharingknowledgeEnsureformatsandaccess(e.g.,IT)makeuseaseasyaspossibleKeyelementsofKM:9第九页，共三十一页。TheobjectivesofKMforBainWhatIt’sNotAdvancethescienceBecomefamousauthorsFancyportalsDocumentmanagementWhatItIsProvideourstaffwiththetoolsandskillstodevelopEnableourconsultingstafftoworkbetterandfaster

-sellingtonewclients

-startingupwork

-“crackingthecase”ApplyBain’sbestglobalinsightsandapproaches

-No“re-inventingthewheel”Driveclientresults10第十页，共三十一页。Bain’sknowledgeiscenteredaroundourcaseteamsKnowledge“Needs”Bain’spointofview

ontheindustryandcasetopicGreatexamplesandapproachesAccesstointernalexpertsExternalResearch

Knowledge“Outputs”NewindustryinsightsNewapproaches(andsolutions)toproblemsUpdatetoBain’spointofviewInsightsonmanagingthecaseandclientClientDevelopmentCaseStart-upIn-DepthWork&RecommendationsImplementation(Partner)(Partner,Managerandteam)(1-3weeks)(1-2weeks)(1-6months)(6months+)11第十一页，共三十一页。OurcontentstrategyMajorresearchdatabasesTopexternaldatasourcesExternalcontentBain’scase&

peopleexperienceSanitizedsummariesofeveryclientprojectStaffprofiles&expertiseFor“tacit”sharingCodifiedBain

insightsBain’scriticalIPIndustryverticalsCapabilityareas“Reusable”formatsShortshelflifeTools

andskillsBain’scoreglobaltoolkitEmbeddedinourstafftrainingprogramsLongshelflife12第十二页，共三十一页。TheBVUandGXCExternalcontentBain’scase&

peopleexperienceCodifiedBain

insightsTools

andskillsBVU1.0Launched1999GXC1.0launched2000GXC2.0BVU2.0LaunchedOctober200213第十三页，共三十一页。GXC2.0homepage14第十四页，共三十一页。Additionalscreenshotsremovedduetosensitivity15第十五页，共三十一页。10industrypagesontheGXC16第十六页，共三十一页。Presentationsareinaneasy-to-use,web-basedformat17第十七页，共三十一页。BainVirtualUniversity18第十八页，共三十一页。BVUvideomodules19第十九页，共三十一页。NewExternalSourcesPagespeedsup

yourresearch20第二十页，共三十一页。TheGXChaschangedthewayBainworks“ThankstotheGXC,IwasabletopulltogetherapreezontheimpactofaproposedmergerintheinternetspacehereinAustraliainjust24hours.Thedeadlinewouldnormallyhavebeenimpossibletomeetwithanyquality,butwegotitdone.Ilovethistool!” Manager,Sydney“WepulledacaseexampleonAssetManagementintheFinancialServicesPagetocreateapresentationfortheclientinonly1day.Itwasfantastic!” VP,Munich“GXCisfantastic,Iamsavinghoursalready!”

AC,Dallas“YourKMsystemisoneofthemostintuitiveandsophisticatedthatIhaveeverseen.Youcoulddoalottohelpusoutinthisarea.”

BainClient21第二十一页，共三十一页。BainknowledgecreationandcaptureProposalsCasesummariesIn-depthcodifiedmodulesTopexternalsourcesSelling

processCase

Start-upCase-endMinimumGoal:Captureon50%ofcases100%complianceAccuratecasetaggingOnegoodmoduleon50%ofcasesNewdatasourcesfromeverycaseOutput:FocusedinvestmentsCreatenewBainpointsofviewIPDevelopmentDrivenbyIndustry&CapabilityPractices22第二十二页，共三十一页。ManyrolesmakethisprocessworkDedicatedfacilitatorsforknowledgecaptureandsharingOffice-basedGXCevangelistRunsofficeincentiveprogramsBestexternaldatasourcesResearchdatabasesPartnerswhooverseeBain’sglobalCapabilityandIndustrypracticesContributebestworktoshareacrossBainCaseTeamPractice

AreasKnowledgeOfficerInfoServicesKnowledgeBroker23第二十三页，共三十一页。KnowledgeBrokersatBainKnowledgeSpecialistRegionalKnowledgeBrokerAssignedbyIndustryorCapabilityPracticeAreaManagestheGXCcontentandwebsiteintheirareasCoordinatesIPdevelopmentandcapturewithPracticeAreaVPsSupportsPracticeAreaoncommunications,projectsandincentivesAssignedbyofficeGeneralistKMsupporttoteamsintheirofficesAssistfindingcontent/peopleEnsuresaccuratecasetaggingHelpswritecasesummariesProbescaseteamstofindpotentialteaminsightstocodifyCaseendmanagerinterviewInterfaceswithrelevantKnowledgeSpecialistsRunsofficeincentiveprogramswithKnowledgeOfficer“Officegeneralists”“Globaltopicspecialists”24第二十四页，共三十一页。MetricsandincentivesOfficePracticeAreaIndividualOfficeKMScorecardMeasuresallofficeKMcontributionsNormalizesforsizeSentquarterlytoofficeheadsandMDKMfactoredinOfficeHeadperformanceAnnualOfficeKnowledgeAward1large,1smallofficeForallKMeffortsPracticeScorecardMeasuresKMprogressinPASentquarterlytoPAheadsandMDKMisacorefactorofperformanceandcompforPAheadsAnnualVPratingsAssessKMcontributionsbyeachVPFactoredintoannualcompOffice-based“sticksandcarrots”25第二十五页，共三十一页。Sowhat’stheimpact?Wecan’tandwon’tmeasureROIMostofthecostsare“soft”andcan’tbemeasuredOurproductisintangibleKMisonlyoneofmanyinputsTodaywecapturemanykeysuccessindicatorsUsageSatisfaction(annualsurveys)OnlinequalityratingsInformal“feel”But,thisisnotsufficient26第二十六页，共三十一页。OurframeworkforKMimpactImproveStaffProductivityBuildRelationships/IncreaserevenuesDecreasecostsDriveclientresults27第二十七页，共三十一页。WhatweknowsofarImproveStaffProductivityBuildRelationships/IncreaserevenuesDecreasecostsDriveclientresultsTeamsdeliverbetterqualityandresults,inlesstimeMoretimeto“crackthecase”Accesstothe“best”insightsBetterclientcollaborationOurclientworkisgloballyconsistentPartnersbuildproposalsin30%lesstimeThecaseteamprocessruns30%+fasterContactwithintheBainnetworkhasincreasedClientleadshaveincreasedWinratesat“bakeoffs”havegrownClassroomtrainingcostscutby$1MShorterprogramsNopaperCaseteamexpenseshavedecreasedResearchTelecomcosts28第二十八页，共三十一页。OurnextstepsImproveStaffProductivityBuildRelationship