文档介绍：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)
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Why KM Often Fails
Not enough thought before technology
Not properly defining KM for anization
Viewing KM as a separate function, versus just a part of business strategy
Misguided focus on people and process
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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
The GXC - a great KM system
Classification/taxonomies
Integration of internal and external content
Integration of learning and knowledge
Powerful search
A lean, value-added KM team that
makes the process work
fits into pany structures
A culture of sharing, not hoarding
Tacit
Codified
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Why KM matters to consulting firms
Two core assets: people and reputation
Our “product” is intangible
Global business, but with local differences
Partnerships, not hierarchies
Nature:
Generic frameworks and data moditizing
Industry life cycles shrinking
More MBAs, low entry barriers competition!
Global service is required
Trends:
“Knowledge” is a critical capability for consulting firms
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Knowledge example in consulting
You’re working in the PC Industry
Data
Knowledge
Market size
Market petitor prices
modity
The best way to segment the consumer market
How to streamline the supply chain
Impact of supplier consolidation on OEMs
A differentiator
World class KM programs manage & share both
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Overview of Bain pany
San Francisco
Mexico City
Boston
Toronto
Chicago
Moscow
Rome
Munich
Milan
Brussels
London
Tokyo
Seoul
Hong Kong
Singapore
Sydney
Dallas
Paris
Zurich
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Beijing
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Atlanta
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Los Angeles
Madrid
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Stockholm
Johannesburg
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Sao Pau