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 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 tha
4、t makes the process work fits into existing company structures A culture of sharing, not hoarding Tacit Codified,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 C
5、ity,Boston,Toronto,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 languages Over 2,500 consulting staff, “generalist” model Strict confli
6、ct and sharing 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 years But none worked. Examples of our everyday pain Proposals still kept by each partner requiring
7、email and fax Research tools werent 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,9,NY Infotoday preez 1,Bains approach for getting it right,Define KM for the company Define your
8、content strategy, and what needs to be created to support your strategy Determine 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 knowledge Ensure formats and access (e.g., IT) make use
9、as easy as possible,Key elements 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
10、 Infotoday preez 1,Additional 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 Inf
11、otoday preez 1,New External Sources Page speeds up your 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 norm
12、ally have been impossible 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 hou
13、rs already!”AC, Dallas“Your 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 modules Top external sources,S
14、elling process,Case Start-up,Case-end,Minimum Goal:,Capture on 50% of cases,100% compliance Accurate case tagging,One good module on 50% of cases New data sources from every case,Output:,Focused investments Create new Bain points of view,IP Development,Driven by Industry & Capability Practices,23,NY
15、 Infotoday preez 1,Many roles make this process work,Dedicated facilitators for knowledge capture and sharing,Office-based GXC evangelist Runs office incentive programs,Best external data sources Research databases,Partners who oversee Bains global Capability and Industry practices,Contribute best w
16、ork to share across Bain,Case Team,Practice Areas,Knowledge Officer,Info Services,Knowledge Broker,24,Knowledge Brokers at Bain,Knowledge Specialist,Regional Knowledge Broker,Assigned by Industry or Capability Practice Area Manages the GXC content and web site in their areas Coordinates IP developme
17、nt and capture with Practice Area VPs Supports Practice Area on communications, projects and incentives,Assigned by office Generalist KM support to teams in their offices Assist finding content/people Ensures accurate case tagging Helps write case summaries Probes case teams to find potential team i
18、nsights to codify Case end manager interview Interfaces with relevant Knowledge Specialists Runs 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 Scorecard Measure
19、s all office KM contributions Normalizes for size Sent quarterly to office heads and MDKM factored in Office Head performanceAnnual Office Knowledge Award 1 large, 1 small office For all KM efforts,Practice Scorecard Measures KM progress in PA Sent quarterly to PA heads and MDKM is a core factor of
20、performance and comp for PA heads,Annual VP ratings Assess KM contributions by each VP Factored into annual comp Office-based “sticks and carrots”,26,NY Infotoday preez 1,So whats the impact?,We cant and wont measure ROI Most of the costs are “soft” and cant be measured Our product is intangible KM
21、is only one of many inputsToday we capture many key success indicators Usage Satisfaction (annual surveys) Online quality ratings Informal “feel”But, this is not sufficient,27,NY Infotoday preez 1,Our framework for KM impact,Improve Staff Productivity,Build Relationships/ Increase revenues,Decrease
22、costs,Drive client results,28,NY Infotoday preez 1,What we know so far,Improve Staff Productivity,Build Relationships/ Increase revenues,Decrease costs,Drive client results,29,NY Infotoday preez 1,Our next steps,Improve Staff Productivity,Build Relationships/ Increase revenues,Decrease costs,Drive c
23、lient results,Institutionalize regular customer research on the impact of KM on our jobs Partners Other consulting staff levels Structured interviews and surveys, built around this impact framework Use results to direct Changes to content strategy and priorities Addition investments in the GXC Furth
24、er 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 process Knowledge Brokers Practice Area VPs,Commitment from top management,Quality over quantity,Build around how people really work and what they need,
