知識(shí)管理某咨詢(bain)咨詢公司的知識(shí)管理(更新版)
【正文】 Factored into annual p ? Officebased “sticks and carrots” 25 So what’s the impact? ? We can’t and won’t measure ROI Most of the costs are “soft” and can’t be measured Our product is intangible KM is only one of many inputs ? Today we capture many key success indicators Usage Satisfaction (annual surveys) Online quality ratings Informal “feel” ? But, this is not sufficient 26 Our framework for KM impact Improve Staff Productivity Build Relationships/ Increase revenues Decrease costs Drive client results 27 What we know so far Improve Staff Productivity Build Relationships/ Increase revenues Decrease costs Drive client results ? Teams deliver better quality and results, in less time More time to “crack the case” Access to the “best” insights Better client collaboration ? Our client work is globally consistent ? Partners build proposals in 30% less time ? The case team process runs 30%+ faster ? Contact within the Bain work has increased ? Client leads have increased ? Win rates at “bakeoffs” have grown ? Classroom training costs cut by $1M Shorter programs No paper ? Caseteam expenses have decreased Research Tele costs 28 Our next steps Improve Staff Productivity Build Relationships/ Increase revenues Decrease costs Drive client 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 Further process improvements 29 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 30
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