APQC知識管理實施指南

1、APQC知知識管理實實施指南TTheree is a wiidesppreadd unddersttandiing oof thhe vaalue of KKM inn manny orrganiizatiions, andd onee migght aassumme thhat mmaturre KMM iniitiattivess aree widdesprread as wwell. Howweverr, thhe gaap beetweeen orrganiizatiions recoognizzing the valuue off KM and thosse fuully impll

2、emenntingg it is llargee.目前，很很多企業(yè)對對KM都有有所了解，甚甚至一些企企業(yè)已經(jīng)認(rèn)認(rèn)為實施KKM的時機機成熟了，但但是，在“了解知識識管理”和和“實施知知識管理”這個兩個個層次之間間的距離還還是很大的的。Esttabliishinng knnowleedge manaagemeent sstrattegiees thhat wwill ultiimateely mmake yourr orgganizzatioon moore eeffecctivee cann be a daauntiing ttask. Getttingg staartedd dowwn thh

3、e riight pathh is ofteen diifficcult, andd staayingg thee couurse can be eeven moree so as rroadbblockks sppringg up in yyour way. Altthouggh yoou maay seee KMM as a woorthwwhilee efffort, connvinccing otheers oof itts vaalue and makiing iit haappenn acrross yourr orgganizzatioon caan bee a ttall or

4、deer.建立立知識管理理的戰(zhàn)略以以保持企業(yè)業(yè)的活力是是一件非常常困難的事事情，第一一步選對方方向就更加加困難了，整整個實施過過程到處充充滿了絆腳腳石。盡管管你認(rèn)為知知識管理是是非常值得得做的一件件事情。但但是讓其他他人信服并并且在組織織內(nèi)部廣泛泛實施是一一個非常艱艱巨的任務(wù)務(wù)。APQQC*s apprroachh to KM iimpleementtatioon eaases yourr wayy, evven aas yoour oorgannizattion may be sstruggglinng too unddersttand the issuues, tacttics, andd

5、 toools nnecesssaryy forr a ssucceessfuul KMM jouurneyy. Ouur Rooad MMap tto Knnowleedge Manaagemeent RResullts: Stagges oof ImmplemmentaationnTM fframeeworkk hellps yyou nnaviggate towaard ttrue insttituttionaalizaationn by layiing oout tthe ccharaacterristiics, requuiremmentss, annd acctionn steep

6、s oof evvery stagge off KM impllemenntatiion:AAPQC的的這套實施施方法可以以幫助你更更好的解決決問題，即即使你的企企業(yè)可能正正在艱難的的尋求概念念上的理解解、戰(zhàn)術(shù)的的制定以及及工具的使使用去成功功地實施知知識管理。為此APPQC提供供了這份實實施指南，通通過階段特特征的描述述，需求分分析以及實實施步驟等等內(nèi)容來幫幫助你成功功的找到實實施質(zhì)是管管理的正確確方向，其其實施過程程分成了以以下5個部部分。Sttage 1: GGet SStartted SStagee 2: Deveelop a Sttrateegy SStagee 3: Desiign

7、 aand LLauncch a KM IInitiiativve Sttage 4: EExpannd annd Suupporrt Sttage 5: IInstiitutiionallize Knowwledgge Maanageementt第一階段段：啟動第第二階段：策略開發(fā)發(fā)第三階段段：試點第第四階段：推廣和支支持第五階階段：將知知識管理制制度化Baased on AAPQC*s sttudy of aand ccollaaboraationn witth beest ppracttice orgaanizaationns ovver aa perriod of yyearss, A

8、PPQC*ss Roaad Maap too Knoowleddge MManaggemennt Reesultts: SStagees off ImpplemeentattionTTM frramewwork spellls oout tthe eessenntiall steeps tto acchievve trrue kknowlledgee mannagemment impllemenntatiion. A syyntheesis of oour eexperriencce wiith eearlyy adoopterrs, aassesssmennt off emeerginng

9、trrendss, annd iddentiificaationn of bestt praacticces, thiss moddel sservees ass a nnaviggatioon toool ffor oorgannizattionss thaat haave sseen the glimmmer of oopporrtuniity iin KMM to effiicienntly deveelop new prodductss, beeat tthe ccompeetitiion, motiivatee teaam meemberrs, aand mmaximmize pro

10、ffits and inveestmeents.根據(jù)APPQC多年年的在最佳佳實踐基礎(chǔ)礎(chǔ)上的研究究和總結(jié)，這這份實施指指南說明了了成功知識識管理實施施階段中的的關(guān)鍵步驟驟。我們將將先前實施施者的經(jīng)歷歷、行業(yè)發(fā)發(fā)展的最新新趨勢以及及最佳實踐踐的經(jīng)驗綜綜合在一起起，作為指指南幫助企企業(yè)成功實實施知識管管理，這些些企業(yè)已經(jīng)經(jīng)看到了實實施知識管管理所帶來來的機會，促促進企業(yè)開開發(fā)新產(chǎn)品品，戰(zhàn)勝競競爭對手，激激勵團隊成成員，以及及使利潤和和收益最大大化。Eaach sstagee invvolvees deescriiptioon off proovokiing eeventts, oobjecctiv

11、ees, kkey pplayeers aand rroless, goovernnancee andd strructuure, infoormattion techhnoloogy iimpacct, tthe nnaturre off bussinesss caases, meaasureementt appproacches, andd buddget issuues. By ccomplletinng thhe keey acctiviitiess forr eacch sttage, youur orrganiizatiion wwill mainntainn souund ffo

12、otiing tthrouughouut thhe enntiree KM impllemenntatiion pproceess.在在APQCC多年來對對很多優(yōu)秀秀的企業(yè)的的研究和合合作的基礎(chǔ)礎(chǔ)上，這份份實施指南南詳細描述述了知識管管理實施的的幾個階段段。每個階階段都包含含有導(dǎo)火索索、目標(biāo)、管理和構(gòu)構(gòu)架、信息息技術(shù)、案案例、衡量量方法和預(yù)預(yù)算以及完完成每個階階段的關(guān)鍵鍵活動，你你的企業(yè)將將在知識管管理實施的的過程中不不斷的提高高。Staage 11: Geet Sttarteed第一階階段：啟動動Leaarninng whhere you are is tthe ffirstt imppor

13、taant ttask alonng yoour ppath to kknowlledgee mannagemment succcess. APQQC shhows you wherre too staart aand ppointts yoou inn thee rigght ddirecctionn.認(rèn)清現(xiàn)現(xiàn)狀是成功功實施知識識管理的首首要任務(wù)，這這個指南為為你指出應(yīng)應(yīng)該從哪里里入手以及及正確的方方向。Iff onee or moree of the folllowinng sttatemmentss is truee, yoour oorgannizattion is llikelly

14、reeady to eembarrk onn Staage 11 of the jourrney.如果下面面所列的情情況有一個個是屬于事事實的，那那么你的組組織已經(jīng)做做好的準(zhǔn)備備，請進入入知識管理理第一階段段。Knowlledgee mannagemment has emerrged as aa toppic oof inntereest iin yoour oorgannizattion. At leeast a feew emmployyees havee expploreed thhe beenefiits oof KMM forr youur orrganiizatiion. Some

15、oone hhas hhad aa perrsonaal sttake in ddevellopinng inntereest iin KMM. You oor otther membbers of tthe oorgannizattion havee leaarnedd aboout KKM thhrouggh paarticcipattion in cconsoortiaa or confferennces. The oorgannizattion has creaated a hiigh-llevell rattionaale oor viisionn forr purrsuinng K

16、MM. 知識管理已已經(jīng)成為你你的組織中中一個非常常感興趣的的話題已經(jīng)有一些些員工從知知識管理中中得到了好好處一些人已經(jīng)經(jīng)認(rèn)同知識識管理，有有很好的基基礎(chǔ)你和其他一一些成員已已經(jīng)通過培培訓(xùn)、企業(yè)業(yè)交流等方方式學(xué)習(xí)了了知識管理理的內(nèi)容組織有實施施知識管理理的很高的的愿景第一階段的的關(guān)鍵活動動KEY ACTIIVITIIES FFOR SSTAGEE 1 SSo, wwhat now? youu migght wwondeer. FFortuunateely, APQCC hass beeen heere bbeforre wiith ddozenns off worrld-cclasss comm

17、paniies aand kknowss whaat itt takkes tto innitiaate tthis compplex proccess. Bassed oon thhe orrganiizatiion*ss weaalth of eexperriencce, AAPQC has summmarizzed tthe kkey aactivvitiees, aas weell aas soome hhelpfful hhintss, off Staage 11.As an iinsigghtfuul innnovaator and earlly prromotter oof KM

18、M, yoour ttaskss at thiss exccitinng sttage are to ddefinne KMM forr othhers in yyour orgaanizaationn, shhare storries of hhow KKM haas heelpedd othher ssucceessfuul coompannies, andd aliign KKM usse wiith ccurreent iinitiiativves.你你可能會想想：說了這這么多，現(xiàn)現(xiàn)在我該做做什么?很很幸運，AAPQC跟跟世界頂級級的大公司司已經(jīng)經(jīng)歷歷了這個過過程，并且且知道應(yīng)該該怎樣

19、開始始這個復(fù)雜雜的過程?；谶@些些經(jīng)驗，AAPQC總總結(jié)出了第第一階段的的關(guān)鍵活動動。作為一一個有洞察察力的改革革者或者是是知識管理理的早期推推動者，在在這個階段段的任務(wù)是是定義知識識管理，共共享知識管管理的成功功案例，并并把知識管管理跟目前前的工作聯(lián)聯(lián)系起來，保保持方向上上的一致。1. MMake the concceptss of KM rreal for otheers iin yoour oorgannizattion. Creeate a cllear, tanngiblle piicturre off thee bennefitts off KM as tthey relaate

20、tto gooals in yyour orgaanizaationn. Usse siimplee deffinittionss andd simmple langguagee to expllore reall prooblemms, oopporrtuniitiess, annd thhe pootenttial valuue thhat KKM adddressses.1，企業(yè)業(yè)內(nèi)知識管管理理念的的解釋和推推廣將知識識管理跟公公司的目標(biāo)標(biāo)聯(lián)系起來來，讓大家家清楚地看看到知識管管理的好處處，使用簡簡單的定義義和簡單的的語言指出出實際存在在的問題、機會和知知識管理的的潛在價值值。2. Id

21、enntifyy othhers to ssuppoort tthe ddevellopmeent oof KMM. Too finnd addvocaates of kknowlledgee mannagemment, loook arroundd thee orgganizzatioon foor cuurrennt acctiviitiess thaat miight alreeady be rrelatted tto KMM. Loook ffor ssmalller ccommuunitiies oor grroupss thaat arre cuurrenntly sharring

22、 knowwledgge, aand mmake connnectiions withh theese ppeoplle. RRecruuitinng weell-rrespeectedd, innflueentiaal peeoplee is alwaays aa goood iddea.NNext, connsideer whhich of tthe ffolloowingg phrrasess reaally getss youur atttenttion: Cosst cuuttinng? IImprooved effiicienncy? Presssuree froom coompe

23、ttitorrs? SStreaamlinned iinforrmatiion aaccesss? SSimpllifieed prrocessses? As an aagentt of channge, findd thee greeatesst mootivaatingg vallue ffactoor inn youur orrganiizatiion tto innflueence otheers tto suupporrt KMM iniitiattivess.2，尋求支支持，推廣廣知識管理理找出目前前組織內(nèi)部部可以聯(lián)系系到知識管管理的活動動，找出一一些共享知知識的小組組，并且和和這

24、些人取取得聯(lián)系。尋求有影影響力的人人的支持是是一個好主主意。然后后，檢查下下面的幾個個問題又沒沒有引起你你們的注意意：降低成成本？提高高效率？平平滑的信息息交流？簡簡單的流程程？作為變變革的動力力，在你的的組織內(nèi)尋尋找最有激激勵性的因因素去影響響別人，讓讓他支持KKM工作33. Loook ffor wwindoows oof oppporttunitty too inttroduuce tthe bbeneffits of KKM. FFind wherre KMM willl bee mosst vaaluedd by talkking to ppeoplle innvolvved wwi

25、th straategiic innitiaativees, iinterrnal conssultiing ggroupps, oor peeoplee insside the comppany withh whoom yoou*vee devvelopped ppersoonal relaationnshipps. TThen answwer tthe ffolloowingg queestioons. Whatt aree theeir oobjecctivees? WWhat issuues aare bbeingg adddresssed? How can KM hhelp the

26、orgaanizaationn meeet thhose objeectivves aand ddeal withh thoose iissuees?3，發(fā)現(xiàn)知知識管理應(yīng)應(yīng)用的機會會通過跟內(nèi)內(nèi)審，或者者公司內(nèi)其其他你已經(jīng)經(jīng)建立個人人關(guān)系的個個人討論知知識管理可可以發(fā)揮價價值的地方方。然后回回答下列問問題：他們們的目標(biāo)是是什么？達達成這些目目標(biāo)存在什什么樣的問問題?知識識管理怎樣樣解決這些些問題并達達到他們的的目標(biāo)。44. Caapitaalizee on the Inteernett andd enllist the IT ddeparrtmennt too proovidee toools

27、aand aa ballanceed viiew oof KMM. Maake cconneectioons wwith yourr IT leadders to ffind out whatt KM posssibillitiees arre avvailaable withh exiistinng teechnoologyy. Fiind oout wwhat capaabiliitiess reaalisttic uupgraades mighht prrovidde. RRememmber thatt thee IT depaartmeent ccan ttrulyy be a caa

28、talyyst ffor eemergging KM ssuppoort ttechnnologgies.4，利用用Inteernett并獲得IIT部門的的支持聯(lián)系系IT部門門的領(lǐng)導(dǎo)，找找出目前的的技術(shù)可以以做到什么么樣子。記記住IT部部門是KMM的一個重重要支柱。ROADDBLOCCKS TTO SUUCCESSSIggnoriing yyour corpporatte cuulturre annd hiistorry noot adddresssingg isssues thatt migght hhindeer KMM Atttempptingg to selll an enteerpr

29、iisewiide aapprooach withhout builldingg eviidencce fiirst Askking for a laarge budgget bbeforre crreatiing aa commpellling valuue prropossitioon成功路路上的絆腳腳石忽略公司文文化和歷史史沒有任何論論據(jù)就推銷銷知識管理理沒有創(chuàng)造任任何價值就就要求很大大一筆預(yù)算算Stagee 2: Deveelop Straategyy第二階段段：開發(fā)戰(zhàn)戰(zhàn)略If one or mmore of tthe ffolloowingg staatemeents is ttru

30、e, wellcomee to Stagge 2.如果下面面的情況有有一個甚至至更多跟實實際相符，歡歡迎進入第第二階段。Youur orrganiizatiion hhas eestabblishhed aa KM expllorattory grouup orr steeerinng coommitttee for KM. An execcutivve spponsoor inn youur orrganiizatiion ssuppoorts furtther expllorattion of KKM. You are lookking for succcessfful, inteerna

31、ll graassrooots effoorts alreeady undeer waay. Yourr IT orgaanizaationn is inteerestted iin acctiveely ssuppoortinng KMM iniitiattivess. YYou hhave storries of hhow kknowlledgee shaaringg hass hellped yourr orgganizzatioon inn thee passt. You havee ideentiffied piloots tthat alloow yoou too demmonst

32、tratee howw KM willl bennefitt youur orrganiizatiion. Youu havve seecureed owwnersship, funndingg, annd buuy-inn forr pillots. 你的組織織已經(jīng)建立立了KM探探討小組或或者KM籌籌委會。公司的高高層領(lǐng)導(dǎo)支支持知識管管理的推廣廣你所一一直關(guān)注的的成功的內(nèi)內(nèi)在驅(qū)動力力已經(jīng)存在在。ITT部門對KKM的導(dǎo)入入和建設(shè)感感興趣你你現(xiàn)在已經(jīng)經(jīng)掌握了一一些公司以以前的知識識共享的案案例你已已經(jīng)找到一一個試點可可以讓你證證明知識管管理是如何何使企業(yè)收收益的你你已經(jīng)確立立了試點項項目的領(lǐng)導(dǎo)導(dǎo)

33、，預(yù)算和和支持Iff mosst off youur annswerrs arre II wissh! you don*t haave tto sttop. And if tthe ttaskss menntionned iin anny off theese sstateementts seeem ddiffiicultt to accoompliish, APQCC cann guiide yyou tthrouugh tthe rroughh spoots. We ccan eeven helpp youu buiild tthe bbusinness ratiionalle yoou

34、neeed tto seecuree funndingg forr pillots. Thee oveeralll objjectiive oof Sttage 2 iss to formmulatte a KM sstrattegy thatt fitts thhe buusineess mmodell. Frrom ttheree, buusineess oopporrtuniitiess aree ideentiffied and inittialiized as ppilott iniitiattivess. A taskk forrce ttakess chaarge of tthe

35、see acttivitties on bbehallf off thee orgganizzatioon.如果果大部分的的回答是”我希望”，你不需需要停下來來。如果在在這里提到到的任何任任務(wù)看起來來很難完成成，APQQC可以幫幫助你度過過難關(guān)。第第二階段的的主要任務(wù)務(wù)是建立一一個符合商商業(yè)目標(biāo)的的知識管理理戰(zhàn)略。從從這里開始始，試點的的目標(biāo)將跟跟業(yè)務(wù)目標(biāo)標(biāo)相一致。一個項目目團隊將基基于公司的的利益執(zhí)行行他們的行行動。KEEY ACCTIVIITIESS FORR STAAGE 22 At Stagge 2, youur orrganiizatiion hhas rreachhed aan i

36、mmporttant turnning poinnt. PPerhaaps aa perrsonaal viisionn of captturinng, sshariing, and usinng innformmatioon annd knnowleedge has becoome aan orrganiizatiionall expploraationn of busiinesss pottentiial. Withh thee suppportt of an eexecuutivee spoonsorr, yoou caan noow exxplorre sppecifficallly

37、hhow KKM wiill wwork for yourr bussinesss. TThe kkey aactivvitiees off Staage 22, annd soome hhelpfful hhintss, arre suummarrizedd forr youu herre.第二二階段的關(guān)關(guān)鍵活動在在第二階段段，你的公公司已經(jīng)到到達了一個個重要的轉(zhuǎn)轉(zhuǎn)折點?；蚧蛟S個人獲獲取共享和和使用信息息和知識的的愿景已經(jīng)經(jīng)變成了公公司對業(yè)務(wù)務(wù)潛力的探探索。在公公司領(lǐng)導(dǎo)的的支持下，你你可以明確確的探索KKM將怎樣樣為你的業(yè)業(yè)務(wù)服務(wù)。這里列出出了總結(jié)出出的有用的的第二階段段的關(guān)鍵活活動。1.

38、Forrm a KM ttask forcce. 11.形成“特種部隊隊”Basse thhis ccrosss-funnctioonal teamm on the coree grooup tthat has alreeady formmed aarounnd KMM. Thhe teeam mmembeers wwill idenntifyy oppportuunitiies ffor ppilotts annd seet thhe sttandaards for methhods to bbe ussed aacrosss alll innitiaativees.形成成跨職能部部門的專業(yè)

39、業(yè)項目團隊隊。這個團團隊的成員員將尋找試試點的機會會，形成方方法的標(biāo)準(zhǔn)準(zhǔn)。2. Seleect ppilotts orr ideentiffy cuurrennt innitiaativees thhat ccouldd worrk ass pillots. 2，選選擇試點或或者發(fā)現(xiàn)可可以作為試試點的現(xiàn)有有的工作WWe reecommmend threee piilotss. Yoou caan seelectt neww strrateggic ppilotts orr adoopt ccurreent ggrasssrootts efffortts allreaddy unnder way

40、. Adddresss isssues thatt aree impportaant tto yoour bbusinness, andd dessign the piloots tto shhow ddemonnstraable, rellevannt reesultts. SSelecct piilot sponnsorss witth thhe reesourrces to hhelp the inittiatiive aalongg.我們推推薦3個試試點。你可可以選擇新新戰(zhàn)略的試試點或者采采用已經(jīng)進進行的一些些工作。發(fā)發(fā)現(xiàn)對公司司業(yè)務(wù)重要要的東西并并設(shè)計試點點來顯示可可論證的結(jié)結(jié)果。選

41、擇擇試點的支支持者來提提供實施所所需的資源源。3. Findd thee ressourcces tto suupporrt thhe piilot. 3，發(fā)發(fā)現(xiàn)資源，支支持試點工工作Thee mosst immporttant resoourcees arre skkilleed sttaff membbers who can faciilitaate tthe iinitiiativve annd whho arre auuthorrizedd by manaagemeent tto foocus theiir tiime oon itt. Otther resoourcees inncl

42、udde ITT appplicaationns thhat mmightt neeed too be creaated or mmodiffied. Theey maay bee exttensiiveoor yoou maay haave tthem alreeady.最重要的的資源是技技術(shù)熟練的的工人，他他們可以推推動試點工工作，并且且允許花費費很長的時時間。其他他的資源比比如IT，你你可能需要要創(chuàng)建和修修改一些程程序。資源源是非常廣廣泛的，可可能你已經(jīng)經(jīng)準(zhǔn)備齊全全。Stagee 3: Desiign aand LLauncch KMM Iniitiattivess第三階段段：設(shè)計并并啟

43、動KMM工作Yoou*vee alrreadyy comme a longg wayy. Yoou*vee forrmed a taask fforcee, iddentiifiedd andd dessigneed a piloot, aand llocatted rresouurcess. Noow yoou*ree appproacchingg Staage 33, thhat eexcitting poinnt off lauunchiing ssucceessfuul piilotss andd gattheriing rresullts.項項目已經(jīng)進進行了很大大一部分。你已經(jīng)形形成

44、了團隊隊，找出并并設(shè)計了試試點，確定定了資源?，F(xiàn)在你正正在走近第第三階段， If oone oor moore oof thhe foollowwing stattemennts iis trrue, you are at tthe mmidwaay pooint of yyour jourrney. Wellcomee to Stagge 3.如果以下下情況有一一個或者多多個符合你你的情況，說說明你的項項目已經(jīng)進進行了一半半，歡迎來來到第三階階段。YYour orgaanizaationn hass dessigneed a piloot annd immplemmentaationn st

45、rrateggies. Yoou haave llauncched commmunitties of ppracttice, an inteeracttive KM IIntraanet sitee, orr somme otther piloot innitiaativee. YYou hhave enliistedd andd traainedd pillot ffacillitattors and leadders. Yoou haave eestabblishhed ppilott meaasurees annd inndicaatorss andd devvelopped aa sy

46、sstem for tracckingg andd repportiing rresullts. Youu havve crreateed sttrateegiess forr leaarninng frrom yyour KM iinitiiativves. Youu havve maappedd outt strrateggies for expaandinng yoour ppilott iniitiattivess acrross the orgaanizaationn.你的的組織已經(jīng)經(jīng)設(shè)計了試試點并執(zhí)行行了戰(zhàn)略你已經(jīng)啟啟動了一個個經(jīng)驗交流流團隊，一一個交互式式的KM內(nèi)內(nèi)部站點你已經(jīng)找

47、找到并培訓(xùn)訓(xùn)了試點的的推動者和和領(lǐng)導(dǎo)者你已經(jīng)建建立了試點點工作的措措施和衡量量標(biāo)準(zhǔn)并且且形成了跟跟蹤和反饋饋機制你你已經(jīng)創(chuàng)建建了一個從從KM工作作中學(xué)習(xí)的的戰(zhàn)略你你已經(jīng)勾畫畫出在全公公司推廣試試點的策略略Stagge 3 can be aa rewwardiing ttime of nnew oorgannizattionaal grrowthh andd vittalitty. TThe ooveraall oobjecctivees off Staage 33 aree to condduct succcessfful ppilotts, pproviide eevideence of K

48、KM*s busiinesss vallue, and captture lesssons learrned.第三階段段是收益時時間。主要要的目標(biāo)是是引導(dǎo)成功功的試點，提提供KM商商業(yè)價值的的證據(jù)并總總結(jié)經(jīng)驗。KEY ACTIIVITIIES FFOR SSTAGEE 3 第第三階段的的關(guān)鍵活動動At sstagee 3, the beneefitss of captturinng, sshariing, and usinng innformmatioon annd knnowleedge havee beggun tto taake ddefinnite formm. Thhis iis t

49、hhe tiime tto haarnesss thhe moomenttum ffrom the firsst twwo sttagess andd foccus oon deetaills, ssuch as aa forrmal budgget. Leaddershhip nnow nneedss to see the poteentiaal foor meeasurrablee gaiins aand RROI ffrom succcessfful ppilotts.在第第三階段，獲獲取/共享享和使用知知識和信息息的好處已已經(jīng)非常明明顯。是時時候?qū)⑶皟蓛蓚€階段懸懸而未決的的任務(wù)詳細細化

50、了，比比如一份正正式的預(yù)算算。領(lǐng)導(dǎo)現(xiàn)現(xiàn)在需要看看到試點的的可預(yù)計的的收益潛力力和投資回回報率。11. Fuund tthe ppilotts. AAssiggn a KM ooverssightt grooup, suchh as a stteeriing ccommiitteee or crosss-unnit ttask forcce, tto reealloocatee orgganizzatioonal resoourcees, ssuch as mmoneyy andd timme, ffor KKM innitiaativees. EEveryy besst-prractiice

51、ppartnner, inclludinng thhe Woorld Bankk, Chhevroon, HHP Coonsulltingg, Xeerox, andd Sieemenss, reeportted hhavinng a KM ttask forcce too proovidee supperviisionn andd suppportt forr thee reaalloccatioon off orgganizzatioonal resoourcees.1，形形成試點形形成一個小小組，比如如籌劃委員員會或者跨跨單位的團團隊，來分分配資金和和時間等資資源。每一一個成功的的公司，

52、包包括世界銀銀行，HPP等，都建建立了專門門的團隊來來管理和支支持公司資資源的分配配。2. Deveelop methhodollogiees thhat ccan bbe reepliccatedd. Avvoid builldingg knoowleddge ccolleectioons wwithoout aan acctivee commmuniity tto coontriibutee to the effoort. Combbine knowwledgge prrovidders and knowwledgge ussers in aa seaamlesss coommunnity

53、 of ppracttitioonerss. Alllow thesse acctivee commmuniitiess to formm volluntaarilyy froom naaturaal grroupiings thatt spaan booundaariess; enncourrage partticippatioon wiith fface-to-fface netwworkiing aand ccommuunityy-driiven Web sitees. EEstabblishh a pproceess ffor sscreeeningg, fiilterring, an

54、dd vallidatting sharred kknowlledgee froom thhe siites befoore ppreseentinng itt as orgaanizaationnal kknowlledgee.2形成通通用的方法法：避免脫脫離活躍的的社區(qū)的努努力來收集集知識。通通過無間隔隔的實踐社社區(qū)將知識識提供者和和知識使用用者結(jié)合起起來。允許許那些活躍躍的社區(qū)去去自發(fā)的組組織團隊去去拓展知識識管理的邊邊界。鼓勵勵面對面的的交流以及及虛擬的網(wǎng)網(wǎng)絡(luò)社區(qū)。建立流程程去監(jiān)控，篩篩選和發(fā)布布共享的知知識，使這這些知識從從個人知識識提升為組組織知識。3. CCaptuure lle

55、ssoons llearnned. The overrsighht grroup mustt disscusss lesssonss leaarnedd at reguular meettingss andd proovidee a ccommoon sppace for sharring the resuults. To comppletee thiis moost ccruciial llast stepp, annswerr queestioons ssuch as WWhat madee thee pillots mostt succcesssful? andd Aree thee r

56、essultss worrth iinvesstingg in for expaansioon? 團團隊要經(jīng)常常在一個會會議上分享享和討論一一些公司案案例。為了了完成這個個至關(guān)重要要的步驟，可可以回答以以下問題:這個試點點為什么會會成功?結(jié)結(jié)果是否值值得推廣？LOOKKING AHEAAD預(yù)告Aftter yyour comppany asseessess thee pillots, KM willl conntinuue allong one of tthreee patths, KM eefforrts wwill be eexpannded to nnew iinitiiativves,

57、 exisstingg iniitiattivess willl bee impproveed, oor thhe sttatuss quoo willl bee maiintaiined, in whicch caase eemplooyeess willl liikelyy revvert to ppriorr behhavioor.在公公司評定試試點工作之之后，知識識管理將繼繼續(xù)剩下的的三分之一一的路，KKM的實施施將將逐漸漸的擴展到到新的項目目，提升現(xiàn)現(xiàn)有的工作作，固化新新的工作模模式，以防防止員工由由于習(xí)慣返返回以前的的工作方式式。Stagee 4: Expaand aand SSu

58、ppoort第四四階段：擴擴展和支持持By nnow, you*ve ggaineed quuite a biit off exppertiise. You*ve llauncched piloots, gathheredd ressultss, caapturred ssome impoortannt leessonns, aand ddecidded tto coontinnue tthe KKM joourneey. SStagee 4 iinvollves expaandinng KMM iniitiattivess thrroughhout yourr orgganizzatioon

59、, wwhichh neccessiitatees raapid and highhly vvisibble ggrowtth.現(xiàn)在在你已經(jīng)獲獲得了一些些KM實施施的經(jīng)驗，已已經(jīng)啟動了了試點項目目、收集結(jié)結(jié)果、得到到了教訓(xùn)并并決定繼續(xù)續(xù)KM之旅旅。第四階階段將介紹紹怎樣在整整個公司推推廣知識管管理，成為為公司迅速速增長的必必要。Iff onee or moree of the folllowinng sttatemmentss is truee, yoou arre stteadiily nneariing tthe ffinall staage oof yoour jjournney. We

60、lccome to SStagee 4.如如果下面所所列舉的集集中情況有有一種或一一種以上屬屬實，你已已經(jīng)快要接接近成功的的終點。歡歡迎進入第第四階段。Othher ddeparrtmennts iin thhe orrganiizatiion aare eexpreessinng a demaand ffor KKM, bbasedd on piloot reesultts. You havee beggun tto maarkett KM throoughoout tthe oorgannizattion. Yoou haave mmade the entiire oorgannizatt