Study On Consultancies' KM Strategy Based On BSC

Consultancies are typical knowledge-based enterprises. To some extent, they are factories of knowledge product. The key for consultancies' success lies in how to creat, accumulate and use knowledge to provide excellent knowledge product and service for their clients, while it needs a good knowledge management (KM) strategy to put it into practice. Balanced scorecard (BSC) is just a tool of making strategy, enforcing strategy, assessing strategy and controlling strategy, it can be used in consultancies' KM strategy. BSC assesses consultancies' KM strategy from four aspects: finacial, client, inside business process, learning and innovation.As for consultancies, clients' satisfactory comes from consultants can provide excellent service in time. In order to do such a thing, it needs good inside business process and good consultants to use their own know-how and use the other enterprises' resources. And all the things are in line with BSC's four aspects of indicator, thus BSC can be used in consultancies accordingly. Using BSC, consultancies can boost their consultants' quality, inside business process, value of clients, and gain more profit at last.Kaplan and Norton's "BSC strategy map" is the prototype of the model of consultancies' KM strategy based on BSC. During the process of building the above KM strategy model, the author combined KM strategy scorecard and consultancies' business process and development strategy, tried to find out all the consultancies' operating point, made the consultancies' business value into force.This article studies consultancies' KM strategy based on BSC by the method of theoretical analysis and cases study. It is hoped to raise Chinese consultancies' core competence of providing excellent knowledge product and service for their clients, and give aid to the other enterprises in enforcing KM strategy.A Chinese consultancy in Beijing uses the model of consultancies' KM strategy based on BSC and makes rapid progress. It has become first fifty Chinese training Orgnization within two years. However, it also has some drawbacks in the process of using KM strategy based on BSC, the other consultancies must pay more attention to those weak points.Consultancies' KM must have right strategy as guidance, and must have right KM strategy tool and means to put into practice. The model of consultancies' KM strategy based on BSC cannot be used unchangedly in all consultancies, but it can be a meaningful and valuable guidance for Chinese consultancies in enforcing KM strategy. It is very useful to boost their core competence of providing excellent knowledge product and service for their clients.