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1、Knowledge Management at BainMost executives are not happy with KM“How Satisfied Are You with Each Management Tool?”“How Good is Each Management Tool at Getting Financial Results?Source: Bain Management Tools & Techniques Survey (2001)Why KM Often FailsiNot enough thought before technologyiNot proper
2、ly defining KM for the organizationiViewing KM as a separate function, versus just a part of business strategyiMisguided focus on people and process Bain has created a leading KM capabilityiA good strategy for content creation and capture-Focused, high value investments in intellectual capital-Deep
3、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-added KM team that -makes the process work-fits into existing company structuresiA culture
4、of sharing, not hoarding-Tacit-CodifiedWhy KM matters 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 shrinkingiM
5、ore MBAs, low entry barriers competition!iGlobal service is requiredTrends:“Knowledge” is a critical capability for consulting firms Knowledge example in consultingYoure working in the PC IndustryDataKnowledgeiMarket sizeiMarket shareiCompetitor pricesA commodityiThe best way to segment the consumer
6、 marketiHow to streamline the supply chainiImpact of supplier consolidation on OEMsA differentiatorWorld class KM programs manage & share bothOverview of Bain and CompanySan FranciscoMexico CityBostonTorontoChicagoMoscowRomeMunichMilanBrusselsLondonTokyoSeoulHong KongSingaporeSydneyDallasParisZurich
7、BeijingAtlantaLos AngelesMadridStockholmJohannesburgSao PauloNew Yorki26 offices, working in 9 languagesiOver 2,500 consulting staff, “generalist” modeliStrict conflict and sharing standardsMany KM failures over our first 26 years(1973-83)“Word of Mouth”(1983-93)“Experience Center”(1993-99) “BRAVA”i
8、Many 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 experts -We red
9、id the same work multiple times each yearBains 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 capture (e.g., format, timing)iOrga
10、nize 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:The objectives of KM for BainWhat Its NotiAdvance the scienceiBecome famous authorsiFa
11、ncy 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 insights and approaches - No “re-inventing the wheel”Drive
12、 client resultsBains 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 “Outputs”iNew industry insightsiNew approaches (and solutions) to problemsiUpdate
13、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 +)Our content strategyiMajor research databasesiTop external data sourcesExternal
14、 contentBains case & people experienceiSanitized summaries of every client projectiStaff profiles & expertiseiFor “tacit” sharingCodified BaininsightsiBains critical IP-Industry verticals-Capability areasi“Reusable” formatsiShort shelf lifeTools and skillsiBains core global toolkitiEmbedded in our s
15、taff training programsiLong shelf lifeThe BVU and GXCExternal contentBains case & people experienceCodified BaininsightsTools and skillsBVU 1.0Launched 1999GXC 1.0launched 2000GXC 2.0BVU 2.0Launched October 2002GXC 2.0 home pageAdditional screen shots removed due to sensitivity10 industry pages on t
16、he GXCPresentations are in an easy-to-use, web-based formatBain Virtual UniversityBVU video modulesNew External Sources Page speeds upyour researchThe 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 he
17、re 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
18、 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 ClientBain knowledge creation and captureProposalsCase summariesIn-depth codified m
19、odulesTop 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 Industry & Capability P
20、racticesMany 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 Industry practicesiContribute best work to shar
21、e across BainCase TeamPractice AreasKnowledge OfficerInfo ServicesKnowledge BrokerKnowledge Brokers at BainKnowledge SpecialistRegional Knowledge BrokeriAssigned by Industry or Capability Practice AreaiManages the GXC content and web site in their areasiCoordinates IP development and capture with Pr
22、actice 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 summariesiProbes case teams to find potential team insights to codify-Case
23、 end manager interview-Interfaces with relevant Knowledge SpecialistsiRuns office incentive programs with Knowledge Officer“Office generalists”“Global topic specialists”Metrics and incentivesOfficePractice AreaIndividualiOffice KM Scorecard-Measures all office KM contributions-Normalizes for size-Se
24、nt 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 core factor of performance and comp for PA headsiAnnual VP ratin
25、gs-Assess KM contributions by each VP-Factored into annual compiOffice-based “sticks and carrots”So 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-Us
26、age-Satisfaction (annual surveys)-Online quality ratings-Informal “feel”iBut, this is not sufficientOur framework for KM impactImproveStaffProductivity Build Relationships/ IncreaserevenuesDecreasecostsDrive client resultsWhat we know so farImproveStaffProductivity Build Relationships/ Increasereven
27、uesDecreasecostsDrive client resultsiTeams 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 consistentiPartners build proposals in 30% less timeiThe case team process runs 30%+ fasteri
28、Contact within the Bain network has increasediClient leads have increasediWin rates at “bakeoffs” have growniClassroom training costs cut by $1M-Shorter programs-No paperiCaseteam expenses have decreased-Research-Telecom costsOur next stepsImproveStaffProductivity Build Relationships/ Increaserevenu
29、esDecreasecostsDrive client 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 inves
30、tments in the GXC-Further process improvementsOur 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 need
