1、Knowledge Management at Bain2NY Infotoday preez 1Most executives are not happy with KM Average of31 ToolsKnowledgeManagement3.763.220.01.02.03.04.0Satisfaction (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 G

2、ood is Each Management Tool at Getting Financial Results?Source: Bain Management Tools & Techniques Survey (2001)3NY Infotoday 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 bus

3、iness strategyiMisguided focus on people and process 4NY Infotoday preez 1Bain has created a leading KM capabilityiA good strategy for content creation and captureiFocused, high value investments in intellectual capitaliDeep mining of ongoing learnings from projectsiThe GXC - a great KM systemiClass

4、ification/taxonomiesiIntegration of internal and external contentiIntegration of learning and knowledgeiPowerful searchiA lean, value-added KM team that imakes the process workifits into existing company structuresiA culture of sharing, not hoardingiTacitiCodified5NY Infotoday preez 1Why KM matters

5、to consulting firmsiTwo core assets: people and reputationiOur “product” is intangibleiGlobal business, but with local differencesiPartnerships, not hierarchiesNature:iGeneric frameworks and data are commoditizingiIndustry life cycles shrinkingiMore MBAs, low entry barriers competition!iGlobal servi

6、ce is requiredTrends:“Knowledge” is a critical capability for consulting firms 6NY Infotoday preez 1Knowledge example in consultingYoure working in the PC IndustryDataKnowledgeiMarket sizeiMarket shareiCompetitor pricesA commodityiThe best way to segment the consumer marketiHow to streamline the sup

7、ply chainiImpact of supplier consolidation on OEMsA differentiatorWorld class KM programs manage & share both7NY Infotoday preez 1Overview of Bain and CompanySan FranciscoMexico CityBostonTorontoChicagoMoscowRomeMunichMilanBrusselsLondonTokyoSeoulHong KongSingaporeSydneyDallasParisZurichBeijingA

8、tlantaLos AngelesMadridStockholmJohannesburgSao PauloNew Yorki 26 offices, working in 9 languagesi Over 2,500 consulting staff, “generalist” modeli Strict conflict and sharing standards8NY Infotoday preez 1Many KM failures over our first 26 years(1973-83)“Word of Mouth”(1983-93)“Experience Center”(1

9、993-99) “BRAVA”i Many attempts at KM over our first 25 yearsi But none worked. Examples of our everyday paini Proposals still kept by each partner requiring email and faxi Research tools werent sufficient to do the jobi Our “best” work was still in file cabinetsi We still depended on word of mouth t

10、o find experts i We redid the same work multiple times each year9NY Infotoday preez 1Bains approach for getting it rightCreateCaptureOrganizeTransferUseBusinessstrategyKM Objectivesi Define KM for the companyi Define your content strategy, and what needs to be created to support your strategyi Deter

11、mine 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 sharing knowledgei Ensure formats and access (e.g., IT) make use as easy as possibleKey elements of KM:10NY Infotoday preez 1The objectives

12、 of KM for BainWhat Its NotiAdvance the scienceiBecome famous authorsiFancy portalsiDocument managementWhat It Isi Provide our staff with the tools and skills to developi Enable our consulting staff to work better and faster - selling to new clients - starting up work - “cracking the case” i Apply B

13、ains best global insights and approaches - No “re-inventing the wheel”Drive client results11NY Infotoday preez 1Bains knowledge is centered around our case teamsKnowledge “Needs”iBains point of view on the industry and case topiciGreat examples and approachesiAccess to internal expertsiExternal Rese

14、archKnowledge “Outputs”iNew industry insightsiNew approaches (and solutions) to problemsiUpdate to Bains point of viewiInsights on managing the case and clientClient DevelopmentCase Start-upIn-Depth Work & RecommendationsImplementation(Partner)(Partner, Manager and team)(1-3 weeks)(1-2 weeks)(1-

15、6 months)(6 months +)12NY Infotoday preez 1Our content strategyiMajor research databasesiTop external data sourcesExternal contentBains case & people experienceiSanitized summaries of every client projectiStaff profiles & expertiseiFor “tacit” sharingCodified BaininsightsiBains critical IP-

16、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 GXCExternal contentBains case & people experienceCodified BaininsightsTools and skillsBVU 1.

17、0Launched 1999GXC 1.0launched 2000GXC 2.0BVU 2.0Launched October 200214NY Infotoday preez 1GXC 2.0 home page15NY Infotoday preez 1Additional screen shots removed due to sensitivity16NY Infotoday preez 110 industry pages on the GXC17NY Infotoday preez 1Presentations are in an easy-to-use, web-based f

18、ormat18NY 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 Bain works“Thanks to the GXC, I was able to pull together a preez on the impact of a propos

19、ed 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 example on Asset Management in the Financial Services Page to create a presentation fo

20、r 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 help us out in this area.”Bain Client22NY Infotoday preez 1Bain knowledge creati

21、on 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 cases New data sources from every caseOutput: Focused investments Create new

22、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 office incentive programsi Best external data sourcesi Research database

23、si Partners who oversee Bains global Capability and Industry practicesiContribute best work to share across BainCase TeamPractice AreasKnowledge OfficerInfo ServicesKnowledge Broker24Knowledge Brokers at BainKnowledge SpecialistRegional Knowledge Brokeri Assigned by Industry or Capability Practice A

24、reai 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 teams in their officesi Assist finding content/peoplei Ensures accu

25、rate case taggingi Helps write case summariesi Probes case teams to find potential team insights to codifyi Case end manager interviewi Interfaces with relevant Knowledge Specialistsi Runs office incentive programs with Knowledge Officer“Office generalists”“Global topic specialists”25NY Infotoday pr

26、eez 1Metrics and incentivesOfficePractice AreaIndividuali Office KM Scorecardi Measures all office KM contributionsi Normalizes for sizei Sent quarterly to office heads and MDi KM factored in Office Head performancei Annual Office Knowledge Awardi 1 large, 1 small officei For all KM effortsi Practic

27、e Scorecardi Measures KM progress in PAi Sent quarterly to PA heads and MDi KM is a core factor of performance and comp for PA headsi Annual VP ratingsi Assess KM contributions by each VPi Factored into annual compi Office-based “sticks and carrots”26NY Infotoday preez 1So whats the impact?iWe cant

28、and wont measure ROIiMost of the costs are “soft” and cant be measurediOur product is intangibleiKM is only one of many inputsiToday we capture many key success indicatorsiUsageiSatisfaction (annual surveys)iOnline quality ratingsiInformal “feel”iBut, this 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