1、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 Bains prior written consent.Knowledge Management at Bain2NY Infotoday preez 1Most executives are not happy with KM Average of31 ToolsKnowledgeMana
2、gement3.763.220.01.02.03.04.0Satisfaction(1 to 5)Average of31 ToolsKnowledgeManagement3.552.960.01.02.03.04.0Rating(1 to 5)“How Satisfied Are You with Each Management Tool?”“How Good is Each Management Tool at Getting Financial Results?Source:Bain Management Tools&Techniques Survey(2019)3NY Infotoda
3、y preez 1Why KM Often FailsiNot enough thought before technologyiNot properly defining KM for the organizationiViewing KM as a separate function,versus just a part of business strategyiMisguided focus on people and process 4NY Infotoday preez 1Bain has created a leading KM capabilityiA good strategy
4、 for content creation and capture-Focused,high value investments in intellectual capital-Deep mining of ongoing learnings from projectsiThe GXC-a great KM system-Classification/taxonomies-Integration of internal and external content-Integration of learning and knowledge-Powerful searchiA lean,value-
5、added KM team that-makes the process work-fits into existing company structuresiA culture of sharing,not hoarding-Tacit-Codified5NY Infotoday preez 1Why KM matters to consulting firmsiTwo core assets:people and reputationiOur“product”is intangibleiGlobal business,but with local differencesiPartnersh
6、ips,not hierarchiesNature:iGeneric frameworks and data are commoditizingiIndustry life cycles shrinkingiMore MBAs,low entry barriers competition!iGlobal service is requiredTrends:“Knowledge”is a critical capability for consulting firms 6NY Infotoday preez 1Knowledge example in consultingYoure workin
7、g in the PC IndustryDataKnowledgeiMarket sizeiMarket shareiCompetitor pricesA commodityiThe best way to segment the consumer marketiHow to streamline the supply chainiImpact of supplier consolidation on OEMsA differentiatorWorld class KM programs manage&share both7NY Infotoday preez 1Overview of Bai
8、n and CompanySan FranciscoMexico CityBostonTorontoChicagoMoscowRomeMunichMilanBrusselsLondonTokyoSeoulHong KongSingaporeSydneyDallasParisZurichBeijingAtlantaLos AngelesMadridStockholmJohannesburgSao PauloNew Yorki 26 offices,working in 9 languagesi Over 2,500 consulting staff,“generalist”modeli Stri
9、ct conflict and sharing standards8NY Infotoday preez 1Many KM failures over our first 26 years(1973-83)“Word of Mouth”(1983-93)“Experience Center”(1993-99)“BRAVA”i Many attempts at KM over our first 25 yearsi But none worked.Examples of our everyday pain-Proposals still kept by each partner requirin
10、g email and fax-Research tools werent 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 year9NY Infotoday preez 1Bains approach for getting it rightCreateCaptureOrganizeTransferUseBusinesss
11、trategyKM Objectivesi Define KM for the companyi Define your content strategy,and what needs to be created to support your strategyi Determine how to capture(e.g.,format,timing)i Organize and classify knowledge based on the business“view of the world”i Determine best modes for Transferring and shari
12、ng knowledgei Ensure formats and access(e.g.,IT)make use as easy as possibleKey elements of KM:10NY Infotoday preez 1The objectives of KM for BainWhat Its NotiAdvance the scienceiBecome famous authorsiFancy portalsiDocument managementWhat It Isi Provide our staff with the tools and skills to develop
13、i Enable our consulting staff to work better and faster -selling to new clients -starting up work -“cracking the case”i Apply Bains best global insights and approaches -No“re-inventing the wheel”Drive client results11NY Infotoday preez 1Bains knowledge is centered around our case teamsKnowledge“Need
14、s”iBains point of view on the industry and case topiciGreat examples and approachesiAccess to internal expertsiExternal ResearchKnowledge“Outputs”iNew industry insightsiNew approaches(and solutions)to problemsiUpdate to Bains point of viewiInsights on managing the case and clientClient DevelopmentCa
15、se Start-upIn-Depth Work&RecommendationsImplementation(Partner)(Partner,Manager and team)(1-3 weeks)(1-2 weeks)(1-6 months)(6 months+)12NY Infotoday preez 1Our content strategyiMajor research databasesiTop external data sourcesExternal contentBains case&people experienceiSanitized summaries of every
16、 client projectiStaff profiles&expertiseiFor“tacit”sharingCodified BaininsightsiBains critical IP-Industry verticals-Capability areasi“Reusable”formatsiShort shelf lifeTools and skillsiBains core global toolkitiEmbedded in our staff training programsiLong shelf life13NY Infotoday preez 1The BVU and
17、GXCExternal contentBains case&people experienceCodified BaininsightsTools and skillsBVU 1.0Launched 2019GXC 1.0launched 2000GXC 2.0BVU 2.0Launched October 201914NY Infotoday preez 1GXC 2.0 home page15NY Infotoday preez 1Additional screen shots removed due to sensitivity16NY Infotoday preez 110 indus
18、try pages on the GXC17NY Infotoday preez 1Presentations are in an easy-to-use,web-based format18NY Infotoday preez 1Bain Virtual University19NY Infotoday preez 1BVU video modules20NY Infotoday preez 1New External Sources Page speeds upyour research21NY Infotoday preez 1The GXC has changed the way Ba
19、in works“Thanks to the GXC,I was able to pull together a preez on the impact of a proposed merger in the internet space here in Australia in just 24 hours.The deadline would normally have been impossible to meet with any quality,but we got it done.I love this tool!”Manager,Sydney“We pulled a case ex
20、ample on Asset Management in the Financial Services Page to create a presentation for the client in only 1 day.It was fantastic!”VP,Munich“GXC is fantastic,I am saving hours already!”AC,Dallas“Your KM system is one of the most intuitive and sophisticated that I have ever seen.You could do alot to he
21、lp us out in this area.”Bain Client22NY Infotoday preez 1Bain knowledge creation and capture Proposals Case summaries In-depth codified modules Top external sourcesSellingprocess CaseStart-upCase-endMinimum Goal:Capture on 50%of cases 100%compliance Accurate case tagging One good module on 50%of cas
22、es New data sources from every caseOutput:Focused investments Create new Bain points of viewIP Development Driven by Industry&Capability Practices23NY Infotoday preez 1Many roles make this process worki Dedicated facilitators for knowledge capture and sharingi Office-based GXC evangelisti Runs offic
23、e incentive programsi Best external data sourcesi Research databasesi Partners who oversee Bains global Capability and Industry practicesiContribute best work to share across BainCase TeamPractice AreasKnowledge OfficerInfo ServicesKnowledge Broker24Knowledge Brokers at BainKnowledge SpecialistRegio
24、nal Knowledge Brokeri Assigned by Industry or Capability Practice Areai Manages the GXC content and web site in their areasi Coordinates IP development and capture with Practice Area VPsi Supports Practice Area on communications,projects and incentivesi Assigned by officei Generalist KM support to t
25、eams in their offices-Assist finding content/people-Ensures accurate case tagging-Helps write case summariesi Probes case teams to find potential team insights to codify-Case end manager interview-Interfaces with relevant Knowledge Specialistsi Runs office incentive programs with Knowledge Officer“O
26、ffice generalists”“Global topic specialists”25NY Infotoday preez 1Metrics and incentivesOfficePractice AreaIndividuali Office KM Scorecard-Measures all office KM contributions-Normalizes for size-Sent quarterly to office heads and MDi KM factored in Office Head performancei Annual Office Knowledge A
27、ward-1 large,1 small office-For all KM effortsi Practice Scorecard-Measures KM progress in PA-Sent quarterly to PA heads and MDi KM is a core factor of performance and comp for PA headsi Annual VP ratings-Assess KM contributions by each VP-Factored into annual compi Office-based“sticks and carrots”2
28、6NY Infotoday preez 1So whats the impact?iWe cant and wont measure ROI-Most of the costs are“soft”and cant be measured-Our product is intangible-KM is only one of many inputsiToday we capture many key success indicators-Usage-Satisfaction(annual surveys)-Online quality ratings-Informal“feel”iBut,thi
29、s is not sufficient27NY Infotoday preez 1Our framework for KM impactImproveStaffProductivity Build Relationships/IncreaserevenuesDecreasecostsDrive client results28NY Infotoday preez 1What we know so farImproveStaffProductivity Build Relationships/IncreaserevenuesDecreasecostsDrive client resultsiTe
30、ams deliver better quality and results,in less time-More time to“crack the case”-Access to the“best”insights-Better client collaborationiOur client work is globally consistenti Partners build proposals in 30%less timei The case team process runs 30%+fasteri Contact within the Bain network has increa
31、sedi Client leads have increasedi Win rates at“bakeoffs”have growniClassroom training costs cut by$1M-Shorter programs-No paperiCaseteam expenses have decreased-Research-Telecom costs29NY Infotoday preez 1Our next stepsImproveStaffProductivity Build Relationships/IncreaserevenuesDecreasecostsDrive c
32、lient resultsiInstitutionalize regular customer research on the impact of KM on our jobs-Partners-Other consulting staff levelsiStructured interviews and surveys,built around this impact frameworkiUse results to direct-Changes to content strategy and priorities-Addition investments in the GXC-Furthe
33、r process improvements30NY Infotoday preez 1Our key learningsiInternal and external knowledge togetheriContent and thought first,before the technologyiMassive focus on people and process-Knowledge Brokers-Practice Area VPsiCommitment from top managementiQuality over quantityiBuild around how people really work and what they need31谢谢！谢谢！
