7
Many KM failures over our first 26 years
(1973-83)
“Word of Mouth”
(1983-93)
“Experience Center”
(1993-99)
“BRAVA”
Many attempts at KM over our first 25 years But none worked. Examples of our everyday pain…
-Proposals still kept by each partner – requiring email and fax -Research tools weren’t 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 year
Hong Kong
Sao Paulo
Singapore
Johannesburg
Sydney
26 offices, working in 9 languages Over 2,500 consulting staff, “generalist” model Strict conflict and sharing standards
The GXC - a great KM system
- Classification/taxonomies - Integration of internal and external content - Integration of learning and knowledge - Powerful search
How to streamline the supply chain
Impact of supplier consolidation on OEMs
A commodity
A differentiator
World class KM programs manage & share both
6
Overview of Bain and Company
3.22 3.0
“How Good is Each Management Tool at Getting Financial Results?
Rating (1 to 5)
4.0 3.55
3.0
2.96
2.0
2.0
1.0
1.0
0.0
Average of Knowledge 31 Tools Management
5
Knowledge example in consulting
You’re working in the PC Industry
Data
Market size Market share Competitor prices
Knowledge
The best way to segment the consumer market
Generic frameworks and data are commoditizing Industry life cycles shrinking More MBAs, low entry barriers competition! Global service is required
“Knowledge” is a critical capability for consulting firms
SaLnoFsraAnncgisecleos DCahlilcaasgoTAotrlaonnNBttaeoowstYoonrkLMoBnarPuddasroMirsndiesillasnStoZcRukMorhmuiocnehlmichMoscow Mexico City
Bei
Two core assets: people and reputation Our “product” is intangible Global business, but with local differences Partnerships, not hierarchies
Trends:
just a part of business strategy Not enough thought before technology Misguided focus on people and process
3
Bain has created a leading KM capability
A good strategy for content creation and capture
- Focused, high value investments in intellectual capital - Deep mining of ongoing learnings from projects
0.0
Average of Knowledge 31 Tools Management
Source: Bain Management Tools & Techniques Survey (2001)
2
Why KM Often Fails
Not properly defining KM for the organization Viewing KM as a separate function, versus
贝恩Bain咨询公司的知识管理-Knowledge Management at Bain
Most executives are not happy with KM
“How Satisfied Are You with Each Management Tool?”
Satisfaction (1 to 5) 4.0 3.76
A lean, value-added KM team that
- makes the process work - fits into existing company structures
A culture of sharing, not hoarding
- Tacit - Codified
4
Why KM matters to consulting firms