某咨询公司的知识管理讲解(英文版).pptxVIP

Knowledge Management at Bain 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 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 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 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 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 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, “generalist” modelStrict conflict and sharing standards7 Ma