知識管理某咨詢(bain)咨詢公司的知識管理-文庫吧資料
2025-01-19 17:11本頁面
【正文】 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 conflict and sharing standards 7 Many KM failures over our first 26 years (197383) “Word of Mouth” (198393) “Experience Center” (199399) “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 and fax Research tools weren’t sufficient to do the job Our “best” work was still in file cabis We still depended on word of mouth to find experts We redid the same work multiple times each year 8 Bain’s approach for getting it right Create Capture Organize Transfer Use Business strategy KM Objectives ? Define KM for the pany ? Define your content strategy, and what needs to be created to support your strategy ? Determine how to capture (., 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 (., IT) make use as easy as possible Key elements of KM: 9 The objectives of KM for Bain What It’s Not ? Advance the science ? Bee famous authors ? Fancy portals ? Document management What It Is ? Provide our staff with the tools and skills to develop ? Enable our consulting staff to work better and faster selling to new clients starting up work “cracking the case” ? Apply Bain’s best global insights and approaches No “reinventing the wheel” Drive client results 10 Bain’s knowledge is centered around our case teams Knowledge “Needs” ? Bain’s point of view on the industry and case topic ? Great examples and approaches ? Access to internal experts ? External Research Knowledge “Outputs” ? New industry ins
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