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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 BainMost executives are not happy with KM“How Satisfied Are You with Each Management Tool
2、?”“How Good is Each Management Tool at Getting Financial Results?Source: Bain Management Tools & Techniques Survey (2001)2NY 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
3、 business strategyiMisguided focus on people and process 3NY Infotoday preez 1Bain has created a leading KM capabilityiA good strategy for content creation and capture-Focused, high value investments in intellectual capital-Deep mining of ongoing learnings from projectsiThe GXC - a great KM system-C
4、lassification/taxonomies-Integration of internal and external content-Integration of learning and knowledge-Powerful searchiA lean, value-added KM team that -makes the process work-fits into existing company structuresiA culture of sharing, not hoarding-Tacit-Codified4NY Infotoday preez 1Why KM matt
5、ers 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 s
6、ervice is requiredTrends:“Knowledge” is a critical capability for consulting firms 5NY 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
7、 supply chainiImpact of supplier consolidation on OEMsA differentiatorWorld class KM programs manage & share both6NY Infotoday preez 1Overview of Bain and CompanySan FranciscoMexico CityBostonTorontoChicagoMoscowRomeMunichMilanBrusselsLondonTokyoSeoulHong KongSingaporeSydneyDallasParisZurichBeijingA
8、tlantaLos AngelesMadridStockholmJohannesburgSao PauloNew Yorki26 offices, working in 9 languagesiOver 2,500 consulting staff, “generalist” modeliStrict conflict and sharing standards7NY Infotoday preez 1Many KM failures over our first 26 years(1973-83)“Word of Mouth”(1983-93)“Experience Center”(1993
9、-99) “BRAVA”iMany attempts at KM over our first 25 yearsiBut none worked. Examples of our everyday pain-Proposals still kept by each partner requiring 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 ex
10、perts -We redid the same work multiple times each year8NY Infotoday preez 1Bains approach for getting it rightCreateCaptureOrganizeTransferUseBusinessstrategyKM ObjectivesiDefine KM for the companyiDefine your content strategy, and what needs to be created to support your strategyiDetermine how to c
11、apture (e.g., format, timing)iOrganize and classify knowledge based on the business “view of the world”iDetermine best modes for Transferring and sharing knowledgeiEnsure formats and access (e.g., IT) make use as easy as possibleKey elements of KM:9NY Infotoday preez 1The objectives of KM for BainWh
12、at Its NotiAdvance the scienceiBecome famous authorsiFancy portalsiDocument managementWhat It IsiProvide our staff with the tools and skills to developiEnable our consulting staff to work better and faster - selling to new clients - starting up work - “cracking the case” iApply Bains best global ins
13、ights and approaches - No “re-inventing the wheel”Drive client results10NY 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 Research Knowledge “Outp
14、uts”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)(1-6 months)(6 months +)11
15、NY 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-Industry verticals-Capability ar
16、easi“Reusable” formatsiShort shelf lifeTools and skillsiBains core global toolkitiEmbedded in our staff training programsiLong shelf life12NY Infotoday preez 1The BVU and GXCExternal contentBains case & people experienceCodified BaininsightsTools and skillsBVU 1.0Launched 1999GXC 1.0launched 2000GXC
17、 2.0BVU 2.0Launched October 200213NY Infotoday preez 1GXC 2.0 home page14NY Infotoday preez 1Additional screen shots removed due to sensitivity15NY Infotoday preez 110 industry pages on the GXC16NY Infotoday preez 1Presentations are in an easy-to-use, web-based format17NY Infotoday preez 1Bain Virtu
18、al University18NY Infotoday preez 1BVU video modules19NY Infotoday preez 1New External Sources Page speeds upyour research20NY 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 proposed merger in the internet space here
19、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 for the client in only 1 day. It was fa
20、ntastic!” 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 Client21NY Infotoday preez 1Bain knowledge creation and captureProposalsCase summaries
21、In-depth codified modulesTop external sourcesSellingprocess CaseStart-upCase-endMinimum Goal:Capture on 50% of cases100% complianceAccurate case taggingOne good module on 50% of cases New data sources from every caseOutput:Focused investmentsCreate new Bain points of viewIP DevelopmentDriven by Indu
22、stry & Capability Practices22NY Infotoday preez 1Many roles make this process workiDedicated facilitators for knowledge capture and sharingiOffice-based GXC evangelistiRuns office incentive programsiBest external data sourcesiResearch databasesiPartners who oversee Bains global Capability and Indust
23、ry practicesiContribute best work to share across BainCase TeamPractice AreasKnowledge OfficerInfo ServicesKnowledge Broker23NY Infotoday preez 1Knowledge Brokers at BainKnowledge SpecialistRegional Knowledge BrokeriAssigned by Industry or Capability Practice AreaiManages the GXC content and web sit
24、e in their areasiCoordinates IP development and capture with Practice Area VPsiSupports Practice Area on communications, projects and incentivesiAssigned by officeiGeneralist KM support to teams in their offices-Assist finding content/people-Ensures accurate case tagging-Helps write case summariesiP
25、robes case teams to find potential team insights to codify-Case end manager interview-Interfaces with relevant Knowledge SpecialistsiRuns office incentive programs with Knowledge Officer“Office generalists”“Global topic specialists”24Metrics and incentivesOfficePractice AreaIndividualiOffice KM Scor
26、ecard-Measures all office KM contributions-Normalizes for size-Sent quarterly to office heads and MDiKM factored in Office Head performanceiAnnual Office Knowledge Award-1 large, 1 small office-For all KM effortsiPractice Scorecard-Measures KM progress in PA-Sent quarterly to PA heads and MDiKM is a
27、 core factor of performance and comp for PA headsiAnnual VP ratings-Assess KM contributions by each VP-Factored into annual compiOffice-based “sticks and carrots”25NY 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 i
28、ntangible-KM is only one of many inputsiToday we capture many key success indicators-Usage-Satisfaction (annual surveys)-Online quality ratings-Informal “feel”iBut, this is not sufficient26NY Infotoday preez 1Our framework for KM impactImproveStaffProductivity Build Relationships/ IncreaserevenuesDe
29、creasecostsDrive client results27NY Infotoday preez 1What we know so farImproveStaffProductivity Build Relationships/ IncreaserevenuesDecreasecostsDrive client resultsiTeams deliver better quality and results, in less time-More time to “crack the case”-Access to the “best” insights-Better client col
30、laborationiOur client work is globally consistentiPartners build proposals in 30% less timeiThe case team process runs 30%+ fasteriContact within the Bain network has increasediClient leads have increasediWin rates at “bakeoffs” have growniClassroom training costs cut by $1M-Shorter programs-No pape
31、riCaseteam expenses have decreased-Research-Telecom costs28NY Infotoday preez 1Our next stepsImproveStaffProductivity Build Relationships/ IncreaserevenuesDecreasecostsDrive client resultsiInstitutionalize regular customer research on the impact of KM on our jobs-Partners -Other consulting staff lev
32、elsiStructured interviews and surveys, built around this impact frameworkiUse results to direct-Changes to content strategy and priorities-Addition investments in the GXC-Further process improvements29NY 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 need30NY Infotoday preez 1
