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Knowledge Management at Bain第一页，共三十一页。 Most 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)2第二页，共三十一页。 Why KM Often FailsNot enough thought before technologyNot properly defining KM for the organizationViewing KM as a separate function, versus just a part of business strategyMisguided focus on people and process 3第三页，共三十一页。 Bain has created a leading KM capabilityA good strategy for content creation and captureFocused, high value investments in intellectual capitalDeep mining of ongoing learnings from projectsThe GXC - a great KM systemClassification/taxonomiesIntegration of internal and external contentIntegration of learning and knowledgePowerful searchA lean, value-added KM team that makes the process workfits into existing company structuresA culture of sharing, not hoardingTacitCodified4第四页，共三十一页。 Why KM matters to consulting firmsTwo core assets: people and reputationOur “product” is intangibleGlobal business, but with local differencesPartnerships, not hierarchiesNature:Generic frameworks and data are commoditizingIndustry life cycles shrinkingMore MBAs, low entry barriers ? competition!Global service is requiredTrends:“Knowledge” is a critical capability for consulting firms 5第五页，共三十一页。 Knowledge example in consultingYou’re working in the PC IndustryDataKnowledgeMarket sizeMarket shareCompetitor pricesA commodityThe best way to segment the consumer marketHow to streamline the supply chainImpact of supplier consolidation on OEMsA differentiatorWorld class KM programs manage share both6第六页，共三十一页。 Overview of Bain and CompanySan FranciscoMexico CityBostonTorontoChicagoMoscowRomeMunichMilanBrusselsLondonTokyoSeoulHong KongSingaporeSydneyDallasParisZurich?????????????????????Beijing?Atlanta?Los AngelesMadrid?StockholmJohannesburg?Sao Paulo?New York?26 offices, working in 9 languagesOver 2,500 consulting staff,