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1、Knowledge Management at Bain,2,NY Infotoday preez 1,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),3,NY Infotoday preez 1,Why KM Often Fa
2、ils,Not enough thought before technology,Not properly defining KM for the organization,Viewing KM as a separate function, versus just a part of business strategy,Misguided focus on people and process,4,NY Infotoday preez 1,Bain has created a leading KM capability,A good strategy for content creation
3、 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
4、the process workfits into existing company structuresA culture of sharing, not hoardingTacitCodified,5,NY Infotoday preez 1,Why KM matters to consulting firms,6,NY Infotoday preez 1,Knowledge example in consulting,7,NY Infotoday preez 1,Overview of Bain and Company,San Francisco,Mexico City,Boston,T
5、oronto,Chicago,Moscow,Rome,Munich,Milan,Brussels,London,Tokyo,Seoul,Hong Kong,Singapore,Sydney,Dallas,Paris,Zurich,Beijing,Atlanta,Los Angeles,Madrid,Stockholm,Johannesburg,Sao Paulo,New York,26 offices, working in 9 languagesOver 2,500 consulting staff, “generalist” modelStrict conflict and sharing
6、 standards,8,NY Infotoday preez 1,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 yearsBut none worked. Examples of our everyday painProposals still kept by each partner requiring email and faxRese
7、arch tools werent sufficient to do the jobOur “best” work was still in file cabinetsWe still depended on word of mouth to find experts We redid the same work multiple times each year,9,NY Infotoday preez 1,Bains approach for getting it right,Define KM for the companyDefine your content strategy, and
8、 what needs to be created to support your strategyDetermine how to capture (e.g., format, timing)Organize and classify knowledge based on the business “view of the world”Determine best modes for Transferring and sharing knowledgeEnsure formats and access (e.g., IT) make use as easy as possible,Key e
9、lements of KM:,10,NY Infotoday preez 1,The objectives of KM for Bain,11,NY Infotoday preez 1,Bains knowledge is centered around our case teams,12,NY Infotoday preez 1,Our content strategy,13,NY Infotoday preez 1,The BVU and GXC,14,NY Infotoday preez 1,GXC 2.0 home page,15,NY Infotoday preez 1,Additi
10、onal screen shots removed due to sensitivity,16,NY Infotoday preez 1,10 industry pages on the GXC,17,NY Infotoday preez 1,Presentations are in an easy-to-use, web-based format,18,NY Infotoday preez 1,Bain Virtual University,19,NY Infotoday preez 1,BVU video modules,20,NY Infotoday preez 1,New Extern
11、al Sources Page speeds upyour research,21,NY Infotoday preez 1,The 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 in Australia in just 24 hours. The deadline would normally have been impossible
12、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 fantastic!” VP, Munich“GXC is fantastic, I am saving hours already!”AC, Dallas“You
13、r 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 Client,22,NY Infotoday preez 1,Bain knowledge creation and capture,Proposals,Case summaries,In-depth codified modulesTop external sources,Sellingprocess,CaseStart-up,
14、Case-end,Minimum Goal:,Capture on 50% of cases,100% complianceAccurate case tagging,One good module on 50% of cases New data sources from every case,Output:,Focused investmentsCreate new Bain points of view,IP Development,Driven by Industry & Capability Practices,23,NY Infotoday preez 1,Many roles m
15、ake this process work,Dedicated facilitators for knowledge capture and sharing,Office-based GXC evangelistRuns office incentive programs,Best external data sourcesResearch databases,Partners who oversee Bains global Capability and Industry practices,Contribute best work to share across Bain,Case Tea
16、m,Practice Areas,Knowledge Officer,Info Services,Knowledge Broker,24,Knowledge Brokers at Bain,Knowledge Specialist,Regional Knowledge Broker,Assigned by Industry or Capability Practice AreaManages the GXC content and web site in their areasCoordinates IP development and capture with Practice Area V
17、PsSupports Practice Area on communications, projects and incentives,Assigned by officeGeneralist KM support to teams in their officesAssist finding content/peopleEnsures accurate case taggingHelps write case summariesProbes case teams to find potential team insights to codifyCase end manager intervi
18、ewInterfaces with relevant Knowledge SpecialistsRuns office incentive programs with Knowledge Officer,“Office generalists”,“Global topic specialists”,25,NY Infotoday preez 1,Metrics and incentives,Office,Practice Area,Individual,Office KM ScorecardMeasures all office KM contributionsNormalizes for s
19、izeSent quarterly to office heads and MDKM factored in Office Head performanceAnnual Office Knowledge Award1 large, 1 small officeFor all KM efforts,Practice ScorecardMeasures KM progress in PASent quarterly to PA heads and MDKM is a core factor of performance and comp for PA heads,Annual VP ratings
20、Assess KM contributions by each VPFactored into annual compOffice-based “sticks and carrots”,26,NY Infotoday preez 1,So whats the impact?,We cant and wont measure ROIMost of the costs are “soft” and cant be measuredOur product is intangibleKM is only one of many inputsToday we capture many key succe
21、ss indicatorsUsageSatisfaction (annual surveys)Online quality ratingsInformal “feel”But, this is not sufficient,27,NY Infotoday preez 1,Our framework for KM impact,ImproveStaffProductivity,Build Relationships/ Increaserevenues,Decreasecosts,Drive client results,28,NY Infotoday preez 1,What we know s
22、o far,ImproveStaffProductivity,Build Relationships/ Increaserevenues,Decreasecosts,Drive client results,29,NY Infotoday preez 1,Our next steps,ImproveStaffProductivity,Build Relationships/ Increaserevenues,Decreasecosts,Drive client results,Institutionalize regular customer research on the impact of
23、 KM on our jobsPartners Other consulting staff levelsStructured interviews and surveys, built around this impact frameworkUse results to directChanges to content strategy and prioritiesAddition investments in the GXCFurther process improvements,30,NY Infotoday preez 1,Our key learnings,Internal and external knowledge together,Content and thought first, before the technology,Massive focus on people and processKnowledge BrokersPractice Area VPs,Commitment from top management,Quality over quantity,Build around how people really work and what they need,
