APQC知識管理實(shí)施指南.doc

APQC知識管理實(shí)施指南There is a widespread understanding of the value of KM in many organizations, and one might assume that mature KM initiatives are widespread as well. However, the gap between organizations recognizing the value of KM and those fully implementing it is large.目前，很多企業(yè)對KM都有所了解，甚至一些企業(yè)已經(jīng)認(rèn)為實(shí)施KM的時(shí)機(jī)成熟了，但是，在“了解知識管理”和“實(shí)施知識管理”這個(gè)兩個(gè)層次之間的距離還是很大的。Establishing knowledge management strategies that will ultimately make your organization more effective can be a daunting task. Getting started down the right path is often difficult, and staying the course can be even more so as roadblocks spring up in your way. Although you may see KM as a worthwhile effort, convincing others of its value and making it happen across your organization can be a tall order.建立知識管理的戰(zhàn)略以保持企業(yè)的活力是一件非常困難的事情，第一步選對方向就更加困難了，整個(gè)實(shí)施過程到處充滿了絆腳石。盡管你認(rèn)為知識管理是非常值得做的一件事情。但是讓其他人信服并且在組織內(nèi)部廣泛實(shí)施是一個(gè)非常艱巨的任務(wù)。APQC*s approach to KM implementation eases your way, even as your organization may be struggling to understand the issues, tactics, and tools necessary for a successful KM journey. Our Road Map to Knowledge Management Results: Stages of ImplementationTM framework helps you navigate toward true institutionalization by laying out the characteristics, requirements, and action steps of every stage of KM implementation:APQC的這套實(shí)施方法可以幫助你更好的解決問題，即使你的企業(yè)可能正在艱難的尋求概念上的理解、戰(zhàn)術(shù)的制定以及工具的使用去成功地實(shí)施知識管理。為此APQC提供了這份實(shí)施指南，通過階段特征的描述，需求分析以及實(shí)施步驟等內(nèi)容來幫助你成功的找到實(shí)施質(zhì)是管理的正確方向，其實(shí)施過程分成了以下5個(gè)部分。Stage 1: Get Started Stage 2: Develop a Strategy Stage 3: Design and Launch a KM Initiative Stage 4: Expand and Support Stage 5: Institutionalize Knowledge Management第一階段：啟動第二階段：策略開發(fā)第三階段：試點(diǎn)第四階段：推廣和支持第五階段：將知識管理制度化Based on APQC*s study of and collaboration with best practice organizations over a period of years, APQC*s Road Map to Knowledge Management Results: Stages of ImplementationTM framework spells out the essential steps to achieve true knowledge management implementation. A synthesis of our experience with early adopters, assessment of emerging trends, and identification of best practices, this model serves as a navigation tool for organizations that have seen the glimmer of opportunity in KM to efficiently develop new products, beat the competition, motivate team members, and maximize profits and investments.根據(jù)APQC多年的在最佳實(shí)踐基礎(chǔ)上的研究和總結(jié)，這份實(shí)施指南說明了成功知識管理實(shí)施階段中的關(guān)鍵步驟。我們將先前實(shí)施者的經(jīng)歷、行業(yè)發(fā)展的最新趨勢以及最佳實(shí)踐的經(jīng)驗(yàn)綜合在一起，作為指南幫助企業(yè)成功實(shí)施知識管理，這些企業(yè)已經(jīng)看到了實(shí)施知識管理所帶來的機(jī)會，促進(jìn)企業(yè)開發(fā)新產(chǎn)品，戰(zhàn)勝競爭對手，激勵(lì)團(tuán)隊(duì)成員，以及使利潤和收益最大化。Each stage involves description of provoking events, objectives, key players and roles, governance and structure, information technology impact, the nature of business cases, measurement approaches, and budget issues. By completing the key activities for each stage, your organization will maintain sound footing throughout the entire KM implementation process.在APQC多年來對很多優(yōu)秀的企業(yè)的研究和合作的基礎(chǔ)上，這份實(shí)施指南詳細(xì)描述了知識管理實(shí)施的幾個(gè)階段。每個(gè)階段都包含有導(dǎo)火索、目標(biāo)、管理和構(gòu)架、信息技術(shù)、案例、衡量方法和預(yù)算以及完成每個(gè)階段的關(guān)鍵活動，你的企業(yè)將在知識管理實(shí)施的過程中不斷的提高。Stage 1: Get Started第一階段：啟動Learning where you are is the first important task along your path to knowledge management success. APQC shows you where to start and points you in the right direction.認(rèn)清現(xiàn)狀是成功實(shí)施知識管理的首要任務(wù)，這個(gè)指南為你指出應(yīng)該從哪里入手以及正確的方向。If one or more of the following statements is true, your organization is likely ready to embark on Stage 1 of the journey.如果下面所列的情況有一個(gè)是屬于事實(shí)的，那么你的組織已經(jīng)做好的準(zhǔn)備，請進(jìn)入知識管理第一階段。 Knowledge management has emerged as a topic of interest in your organization. At least a few employees have explored the benefits of KM for your organization. Someone has had a personal stake in developing interest in KM. You or other members of the organization have learned about KM through participation in consortia or conferences. The organization has created a high-level rationale or vision for pursuing KM. 知識管理已經(jīng)成為你的組織中一個(gè)非常感興趣的話題 已經(jīng)有一些員工從知識管理中得到了好處 一些人已經(jīng)認(rèn)同知識管理，有很好的基礎(chǔ) 你和其他一些成員已經(jīng)通過培訓(xùn)、企業(yè)交流等方式學(xué)習(xí)了知識管理的內(nèi)容 組織有實(shí)施知識管理的很高的愿景第一階段的關(guān)鍵活動KEY ACTIVITIES FOR STAGE 1 So, what now? you might wonder. Fortunately, APQC has been here before with dozens of world-class companies and knows what it takes to initiate this complex process. Based on the organization*s wealth of experience, APQC has summarized the key activities, as well as some helpful hints, of Stage 1.As an insightful innovator and early promoter of KM, your tasks at this exciting stage are to define KM for others in your organization, share stories of how KM has helped other successful companies, and align KM use with current initiatives.你可能會想：說了這么多，現(xiàn)在我該做什么?很幸運(yùn)，APQC跟世界頂級的大公司已經(jīng)經(jīng)歷了這個(gè)過程，并且知道應(yīng)該怎樣開始這個(gè)復(fù)雜的過程?；谶@些經(jīng)驗(yàn)，APQC總結(jié)出了第一階段的關(guān)鍵活動。作為一個(gè)有洞察力的改革者或者是知識管理的早期推動者，在這個(gè)階段的任務(wù)是定義知識管理，共享知識管理的成功案例，并把知識管理跟目前的工作聯(lián)系起來，保持方向上的一致。1. Make the concepts of KM real for others in your organization. Create a clear, tangible picture of the benefits of KM as they relate to goals in your organization. Use simple definitions and simple language to explore real problems, opportunities, and the potential value that KM addresses.1，企業(yè)內(nèi)知識管理理念的解釋和推廣將知識管理跟公司的目標(biāo)聯(lián)系起來，讓大家清楚地看到知識管理的好處，使用簡單的定義和簡單的語言指出實(shí)際存在的問題、機(jī)會和知識管理的潛在價(jià)值。2. Identify others to support the development of KM. To find advocates of knowledge management, look around the organization for current activities that might already be related to KM. Look for smaller communities or groups that are currently sharing knowledge, and make connections with these people. Recruiting well-respected, influential people is always a good idea.Next, consider which of the following phrases really gets your attention: Cost cutting? Improved efficiency? Pressure from competitors? Streamlined information access? Simplified processes? As an agent of change, find the greatest motivating value factor in your organization to influence others to support KM initiatives.2，尋求支持，推廣知識管理找出目前組織內(nèi)部可以聯(lián)系到知識管理的活動，找出一些共享知識的小組，并且和這些人取得聯(lián)系。尋求有影響力的人的支持是一個(gè)好主意。然后，檢查下面的幾個(gè)問題又沒有引起你們的注意：降低成本？提高效率？平滑的信息交流？簡單的流程？作為變革的動力，在你的組織內(nèi)尋找最有激勵(lì)性的因素去影響別人，讓他支持KM工作3. Look for windows of opportunity to introduce the benefits of KM. Find where KM will be most valued by talking to people involved with strategic initiatives, internal consulting groups, or people inside the company with whom you*ve developed personal relationships. Then answer the following questions. What are their objectives? What issues are being addressed? How can KM help the organization meet those objectives and deal with those issues?3，發(fā)現(xiàn)知識管理應(yīng)用的機(jī)會通過跟內(nèi)審，或者公司內(nèi)其他你已經(jīng)建立個(gè)人關(guān)系的個(gè)人討論知識管理可以發(fā)揮價(jià)值的地方。然后回答下列問題：他們的目標(biāo)是什么？達(dá)成這些目標(biāo)存在什么樣的問題?知識管理怎樣解決這些問題并達(dá)到他們的目標(biāo)。4. Capitalize on the Internet and enlist the IT department to provide tools and a balanced view of KM. Make connections with your IT leaders to find out what KM possibilities are available with existing technology. Find out what capabilities realistic upgrades might provide. Remember that the IT department can truly be a catalyst for emerging KM support technologies.4，利用Internet并獲得IT部門的支持聯(lián)系IT部門的領(lǐng)導(dǎo)，找出目前的技術(shù)可以做到什么樣子。記住IT部門是KM的一個(gè)重要支柱。ROADBLOCKS TO SUCCESSIgnoring your corporate culture and history not addressing issues that might hinder KM Attempting to sell an enterprisewide approach without building evidence first Asking for a large budget before creating a compelling value proposition成功路上的絆腳石 忽略公司文化和歷史 沒有任何論據(jù)就推銷知識管理 沒有創(chuàng)造任何價(jià)值就要求很大一筆預(yù)算Stage 2: Develop Strategy第二階段：開發(fā)戰(zhàn)略If one or more of the following statements is true, welcome to Stage 2.如果下面的情況有一個(gè)甚至更多跟實(shí)際相符，歡迎進(jìn)入第二階段。Your organization has established a KM exploratory group or steering committee for KM. An executive sponsor in your organization supports further exploration of KM. You are looking for successful, internal grassroots efforts already under way. Your IT organization is interested in actively supporting KM initiatives. You have stories of how knowledge sharing has helped your organization in the past. You have identified pilots that allow you to demonstrate how KM will benefit your organization. You have secured ownership, funding, and buy-in for pilots. 你的組織已經(jīng)建立了KM探討小組或者KM籌委會。公司的高層領(lǐng)導(dǎo)支持知識管理的推廣你所一直關(guān)注的成功的內(nèi)在驅(qū)動力已經(jīng)存在。IT部門對KM的導(dǎo)入和建設(shè)感興趣你現(xiàn)在已經(jīng)掌握了一些公司以前的知識共享的案例你已經(jīng)找到一個(gè)試點(diǎn)可以讓你證明知識管理是如何使企業(yè)收益的你已經(jīng)確立了試點(diǎn)項(xiàng)目的領(lǐng)導(dǎo)，預(yù)算和支持If most of your answers are I wish! you don*t have to stop. And if the tasks mentioned in any of these statements seem difficult to accomplish, APQC can guide you through the rough spots. We can even help you build the business rationale you need to secure funding for pilots. The overall objective of Stage 2 is to formulate a KM strategy that fits the business model. From there, business opportunities are identified and initialized as pilot initiatives. A task force takes charge of these activities on behalf of the organization.如果大部分的回答是”我希望”，你不需要停下來。如果在這里提到的任何任務(wù)看起來很難完成，APQC可以幫助你度過難關(guān)。第二階段的主要任務(wù)是建立一個(gè)符合商業(yè)目標(biāo)的知識管理戰(zhàn)略。從這里開始，試點(diǎn)的目標(biāo)將跟業(yè)務(wù)目標(biāo)相一致。一個(gè)項(xiàng)目團(tuán)隊(duì)將基于公司的利益執(zhí)行他們的行動。KEY ACTIVITIES FOR STAGE 2 At Stage 2, your organization has reached an important turning point. Perhaps a personal vision of capturing, sharing, and using information and knowledge has become an organizational exploration of business potential. With the support of an executive sponsor, you can now explore specifically how KM will work for your business. The key activities of Stage 2, and some helpful hints, are summarized for you here.第二階段的關(guān)鍵活動在第二階段，你的公司已經(jīng)到達(dá)了一個(gè)重要的轉(zhuǎn)折點(diǎn)?；蛟S個(gè)人獲取共享和使用信息和知識的愿景已經(jīng)變成了公司對業(yè)務(wù)潛力的探索。在公司領(lǐng)導(dǎo)的支持下，你可以明確的探索KM將怎樣為你的業(yè)務(wù)服務(wù)。這里列出了總結(jié)出的有用的第二階段的關(guān)鍵活動。1. Form a KM task force. 1.形成“特種部隊(duì)”Base this cross-functional team on the core group that has already formed around KM. The team members will identify opportunities for pilots and set the standards for methods to be used across all initiatives.形成跨職能部門的專業(yè)項(xiàng)目團(tuán)隊(duì)。這個(gè)團(tuán)隊(duì)的成員將尋找試點(diǎn)的機(jī)會，形成方法的標(biāo)準(zhǔn)。2. Select pilots or identify current initiatives that could work as pilots. 2，選擇試點(diǎn)或者發(fā)現(xiàn)可以作為試點(diǎn)的現(xiàn)有的工作We recommend three pilots. You can select new strategic pilots or adopt current grassroots efforts already under way. Address issues that are important to your business, and design the pilots to show demonstrable, relevant results. Select pilot sponsors with the resources to help the initiative along.我們推薦3個(gè)試點(diǎn)。你可以選擇新戰(zhàn)略的試點(diǎn)或者采用已經(jīng)進(jìn)行的一些工作。發(fā)現(xiàn)對公司業(yè)務(wù)重要的東西并設(shè)計(jì)試點(diǎn)來顯示可論證的結(jié)果。選擇試點(diǎn)的支持者來提供實(shí)施所需的資源。3. Find the resources to support the pilot. 3，發(fā)現(xiàn)資源，支持試點(diǎn)工作The most important resources are skilled staff members who can facilitate the initiative and who are authorized by management to focus their time on it. Other resources include IT applications that might need to be created or modified. They may be extensiveor you may have them already.最重要的資源是技術(shù)熟練的工人，他們可以推動試點(diǎn)工作，并且允許花費(fèi)很長的時(shí)間。其他的資源比如IT，你可能需要創(chuàng)建和修改一些程序。資源是非常廣泛的，可能你已經(jīng)準(zhǔn)備齊全。Stage 3: Design and Launch KM Initiatives第三階段：設(shè)計(jì)并啟動KM工作You*ve already come a long way. You*ve formed a task force, identified and designed a pilot, and located resources. Now you*re approaching Stage 3, that exciting point of launching successful pilots and gathering results.項(xiàng)目已經(jīng)進(jìn)行了很大一部分。你已經(jīng)形成了團(tuán)隊(duì)，找出并設(shè)計(jì)了試點(diǎn)，確定了資源。現(xiàn)在你正在走近第三階段， If one or more of the following statements is true, you are at the midway point of your journey. Welcome to Stage 3.如果以下情況有一個(gè)或者多個(gè)符合你的情況，說明你的項(xiàng)目已經(jīng)進(jìn)行了一半，歡迎來到第三階段。Your organization has designed a pilot and implementation strategies. You have launched communities of practice, an interactive KM Intranet site, or some other pilot initiative. You have enlisted and trained pilot facilitators and leaders. You have established pilot measures and indicators and developed a system for tracking and reporting results. You have created strategies for learning from your KM initiatives. You have mapped out strategies for expanding your pilot initiatives across the organization.你的組織已經(jīng)設(shè)計(jì)了試點(diǎn)并執(zhí)行了戰(zhàn)略你已經(jīng)啟動了一個(gè)經(jīng)驗(yàn)交流團(tuán)隊(duì)，一個(gè)交互式的KM內(nèi)部站點(diǎn)你已經(jīng)找到并培訓(xùn)了試點(diǎn)的推動者和領(lǐng)導(dǎo)者你已經(jīng)建立了試點(diǎn)工作的措施和衡量標(biāo)準(zhǔn)并且形成了跟蹤和反饋機(jī)制你已經(jīng)創(chuàng)建了一個(gè)從KM工作中學(xué)習(xí)的戰(zhàn)略你已經(jīng)勾畫出在全公司推廣試點(diǎn)的策略Stage 3 can be a rewarding time of new organizational growth and vitality. The overall objectives of Stage 3 are to conduct successful pilots, provide evidence of KM*s business value, and capture lessons learned.第三階段是收益時(shí)間。主要的目標(biāo)是引導(dǎo)成功的試點(diǎn)，提供KM商業(yè)價(jià)值的證據(jù)并總結(jié)經(jīng)驗(yàn)。KEY ACTIVITIES FOR STAGE 3 第三階段的關(guān)鍵活動At stage 3, the benefits of capturing, sharing, and using information and knowledge have begun to take definite form. This is the time to harness the momentum from the first two stages and focus on details, such as a formal budget. Leadership now needs to see the potential for measurable gains and ROI from successful pilots.在第三階段，獲取/共享和使用知識和信息的好處已經(jīng)非常明顯。是時(shí)候?qū)⑶皟蓚€(gè)階段懸而未決的任務(wù)詳細(xì)化了，比如一份正式的預(yù)算。領(lǐng)導(dǎo)現(xiàn)在需要看到試點(diǎn)的可預(yù)計(jì)的收益潛力和投資回報(bào)率。1. Fund the pilots. Assign a KM oversight group, such as a steering committee or cross-unit task force, to reallocate organizational resources, such as money and time, for KM initiatives. Every best-practice partner, including the World Bank, Chevron, HP Consulting, Xerox, and Siemens, reported having a KM task force to provide supervision and support for the reallocation of organizational resources.1，形成試點(diǎn)形成一個(gè)小組，比如籌劃委員會或者跨單位的團(tuán)隊(duì)，來分配資金和時(shí)間等資源。每一個(gè)成功的公司，包括世界銀行，HP等，都建立了專門的團(tuán)隊(duì)來管理和支持公司資源的分配。2. Develop methodologies that can be replicated. Avoid building knowledge collections without an active community to contribute to the effort. Combine knowledge providers and knowledge users in a seamless community of practitioners. Allow these active communities to form voluntarily from natural groupings that span boundaries; encourage participation with face-to-face networking and community-driven Web sites. Establish a process for screening, filtering, and validating shared knowledge from the sites before presenting it as organizational knowledge.2形成通用的方法：避免脫離活躍的社區(qū)的努力來收集知識。通過無間隔的實(shí)踐社區(qū)將知識提供者和知識使用者結(jié)合起來。允許那些活躍的社區(qū)去自發(fā)的組織團(tuán)隊(duì)去拓展知識管理的邊界。鼓勵(lì)面對面的交流以及虛擬的網(wǎng)絡(luò)社區(qū)。建立流程去監(jiān)控，篩選和發(fā)布共享的知識，使這些知識從個(gè)人知識提升為組織知識。3. Capture lessons learned. The oversight group must discuss lessons learned at regular meetings and provide a common space for sharing the results. To complete this most crucial last step, answer questions such as What made the pilots most successful? and Are the results worth investing in for expansion? 團(tuán)隊(duì)要經(jīng)常在一個(gè)會議上分享和討論一些公司案例。為了完成這個(gè)至關(guān)重要的步驟，可以回答以下問題:這個(gè)試點(diǎn)為什么會成功?結(jié)果是否值得推廣？LOOKING AHEAD預(yù)告After your company assesses the pilots, KM will continue along one of three paths, KM efforts will be expanded to new initiatives, existing initiatives will be improved, or the status quo will be maintained, in which case employees will likely revert to prior behavior.在公司評定試點(diǎn)工作之后，知識管理將繼續(xù)剩下的三分之一的路，KM的實(shí)施將將逐漸的擴(kuò)展到新的項(xiàng)目，提升現(xiàn)有的工作，固化新的工作模式，以防止員工由于習(xí)慣返回以前的工作方式。Stage 4: Expand and Support第四階段：擴(kuò)展和支持By now, you*ve gained quite a bit of expertise. You*ve launched pilots, gathered results, captured some important lessons, and decided to continue the KM journey. Stage 4 involves expanding KM initiatives throughout your organization, which necessitates rapid and highly visible growth.現(xiàn)在你已經(jīng)獲得了一些KM實(shí)施的經(jīng)驗(yàn)，已經(jīng)啟動了試點(diǎn)項(xiàng)目、收集結(jié)果、得到了教訓(xùn)并決定繼續(xù)KM之旅。第四階段將介紹怎樣在整個(gè)公司推廣知識管理，成為公司迅速增長的必要。If one or more of the following statements is true, you are steadily nearing the final stage of your journey. Welcome to Stage 4.如果下面所列舉的集中情況有一種或一種以上屬實(shí)，你已經(jīng)快要接近成功的終點(diǎn)。歡迎進(jìn)入第四階段。Other departments in the organization are expressing a demand for KM, based on pilot results. You have begun to market KM throughout the organization. You have made the entire organization aware of KM. You have an expansion strategy in place for your KM initiatives. You have identified the resources necessary for expanding your KM efforts. 根據(jù)試點(diǎn)的結(jié)果，其他部門明確表示了對知識管理的需求。你已經(jīng)開始在整個(gè)公司推銷知識管理你已經(jīng)使整個(gè)的公司關(guān)注知識管理你有一個(gè)適當(dāng)?shù)闹R管理推廣擴(kuò)展計(jì)劃你已經(jīng)清楚的指明推廣知識管理所需要的資源。The overall objectives of Stage 4 are to develop and market an expansion strategy and to effectively manage KM growth. Being given the green light to expand adds the pressure of meeting formal business evaluations and ROI justification. APQC can help you through this stage by sharing with you the experiences of companies who have already been thereand come through it successfully.第四階段的總體目標(biāo)使開發(fā)和部署知識管理推廣的戰(zhàn)略，以及有效的管理知識的增長。如果下一步要繼續(xù)推廣知識管理，這需要研究企業(yè)的業(yè)務(wù)模式和投資回報(bào)。APQC已經(jīng)從世界各大成功的公司積累了豐富的經(jīng)驗(yàn)，在這里可以跟你分享。KEY ACTIVITIES FOR STAGE 4 第四階段的關(guān)鍵活動Getting through this highly visible stage requires meeting ROI demands and carefully managing KM growth. The good news is that KM is at this point well on its way to being considered a necessary organizational competency.順利地進(jìn)行這一可預(yù)見階段需要符合投資回報(bào)的要求以及小心的管理知識的增長。好消息是知識管理在這一階段已經(jīng)被認(rèn)為是企業(yè)的核心競爭力之一。1. Develop an expansion strategy. 1，開發(fā)推廣戰(zhàn)略You can choose to apply the pilot selection criteria for programs in other departments or develop an all-at-once strategy to universally implement KM. Regardless of your approach, provide the appropriate resources, such as a group of core facilitators, CoP leaders, a corporate KM group, or a chief knowledge officer. Make sure the necessary technology is in place and that appropriate user support is available.你可以選擇一個(gè)新的試點(diǎn)實(shí)施方案或者選擇一個(gè)全公司范圍內(nèi)的知識管理實(shí)施。不論你采用什么方法，提供一些合適的資源，如一群核心的協(xié)調(diào)人員，公司領(lǐng)導(dǎo)，知識管理人員以及知識總監(jiān)等是非常必要的。確保一些必要的技術(shù)和合適的用戶處在隨時(shí)可以運(yùn)用的位置。Deal with cultural challenges. Deal with language issues; software exists that can automatically translate shared information in global CoPs. You can deal with the silo mentality, for example, by obtaining active support from senior leadership.解決企業(yè)文化方面的挑戰(zhàn)。解決語言的問題。已經(jīng)存在一些軟件可以自動的翻譯，在公司范圍內(nèi)傳播共享的信息。你可以尋求一些精神支柱，如想辦法得到一些高層領(lǐng)導(dǎo)層的全面支持。2. Communicate and market the strategy. Publicize KM initiatives throughout the organization. Some options include incorporating KM training into new-hire orientation; training managers and quality coordinators; holding an open house, knowledge fair, or regular meetings; or advertising on the intranet or through brochures and pamphlets.2.溝通并推廣戰(zhàn)略在整個(gè)組織宣揚(yáng)KM工作