KM知識(shí)管理的重要性課件

Module

KnowledgeManagement

知識(shí)管理

郭咸綱WilliamX.GUOModule

KnowledgeManagement

知1OutlineofTopics（主題概要）Importanceofknowledgemanagement知識(shí)管理的重要性O(shè)riginandDefinition起源和定義Typesofknowledgeandmodesofknowledgecreation知識(shí)的類型和知識(shí)創(chuàng)造的方式Knowledgecreatingcompanies知識(shí)創(chuàng)造型公司Implementingknowledgemanagement實(shí)施知識(shí)管理OutlineofTopics（主題概要）Importa2Importanceofknowledgemanagement(KM)（知識(shí)管理的重要性）Knowledgeisaformofcapital.

知識(shí)是資本的一種形式Thesingledifferentiatorthatislikelytolastisinnovation,andtherawmaterialofinnovationisknowledge

如果將資本比喻成創(chuàng)新，那么知識(shí)就是創(chuàng)新使用的原料Knowledge+Creativity=Innovation知識(shí)＋創(chuàng)造＝創(chuàng)新Case--By1987,onlyfiveyearsafterCanonintroduceditsinnovativemini-copier–74%ofthecompany'srevenuescamefromitsbusinessmachinesdivision例：佳能公司推出袖珍復(fù)印機(jī)5年后的1987年，公司74％的收入來自商業(yè)機(jī)器分公司FormalKMisoriginatedinconsultingfirms真正的知識(shí)管理開始于咨詢公司Importanceofknowledgemanage3Definition（定義）Knowledgemanagementistheprocessthathelpsorganizationsidentify,select,organize,andcaptureimportantinformationandexpertisewithintheorganizationanddisseminateittowhereveritisneededtoenhanceorganizationaleffectivenessandinnovativepotential.知識(shí)管理是協(xié)助組織識(shí)別、選擇、組織和獲取組織中的重要信息及專門技術(shù)的過程，并且將獲取的信息和專門技術(shù)應(yīng)用到組織中，以提高組織效率和創(chuàng)新潛力ResearchonKnowledgeCreationpioneeredbyProfessorsNonacaandTakeuchiofJapan日本的Nonaca和Takeuchi教授是研究知識(shí)創(chuàng)造的先驅(qū)Definition（定義）Knowledgemanag4TypesofKnowledgeandModesofKnowledgeCreation知識(shí)類型和知識(shí)創(chuàng)造的方式TypesofKnowledgeand5TypesofKnowledge（知識(shí)的類型）Tacitknowledge--implicit,residesinexperts'heads,highlypersonal,difficulttocommunicate.

內(nèi)在知識(shí)－隱藏、存在于專家的頭腦中，非常私人的、很難交流。Explicitknowledge--formal,systematic,codified,publiclyavailable,andcanbeeasilycommunicatedandshared.E.g.,Productspecifications,scientificformula,computerprograms.外在知識(shí)－正式、系統(tǒng)、成文、可用并且易于交流和共享。例如：產(chǎn)品規(guī)格、科學(xué)公式、計(jì)算機(jī)程序。TypesofKnowledge（知識(shí)的類型）Tacit6UnderstandingTacitKnowledge

（理解內(nèi)在知識(shí)）PhilosopherMichaelPolanyi:"Wecanknowmorethanwecantell.“哲學(xué)家MichaelPolanyi：”我們所知比所說要多?！盌eeplyrootedinactionandinanindividual'scommitmenttoaspecificcontext行為和個(gè)人活動(dòng)歸根究底有其原因Amastercraftsmanhasawealthofexpertise"athisfingertips“,butisoftenunabletoarticulatethescientificortechnicalprinciplesbehindwhatheknows一個(gè)熟練的工匠擁有很多專業(yè)技術(shù)“在他的指尖”，但他常常不能與蘊(yùn)藏在其后的知識(shí)和技術(shù)原理相結(jié)合。[后續(xù)]UnderstandingTacitKnowledge

7UnderstandingTacitKnowledge

（理解內(nèi)在知識(shí)）[續(xù)前]--Theactivitiesofaworkgrouporteam--一個(gè)工作團(tuán)體或團(tuán)隊(duì)的行為--Thekindofinformal,hard-to-pin-downskillscapturedintheterm"know-how.“--專門技術(shù)中非正式的、不受約束性技能的掌握Consistsofmentalmodels,beliefs,andperspectivessoingrainedthatwetakethemforgranted由智力模式、信念和觀念組成，是根深蒂固的、我們必須贊同的UnderstandingTacitKnowledge

8ModesofKnowledgeCreation

Tofrom

TacitKnowledge

ExplicitKnowledge

TacitKnowledgeSocializationExternalizationExplicitKnowledge

InternalizationCombinationModesofKnowledgeCreation9Socialization(Personalization)

社會(huì)化（人性化）Fromtacittotacit從內(nèi)在到內(nèi)在Apprenticeshipandmentoring學(xué)徒和老師Jobrotationbetweendepartments部門間的工作輪換Cross-functionprojectteams項(xiàng)目組的職責(zé)交叉Socialization(Personalization10Internalization（內(nèi)在化）Fromexplicittotacit從外在到內(nèi)在Learningbydoing(afterformaltrainingandexplicitinstructions)從作中學(xué)（在正式培訓(xùn)和指導(dǎo)后）Onthejobtraining在工作中鍛煉Internalization（內(nèi)在化）Fromexpli11Combination（聯(lián)合）Combination（聯(lián)合）12Externalization（外在化）

(Codification)（成文化）(Articulation)（清晰度）Fromtacittoexplicit–processofcapturingandtransferringofexpertknowledge從內(nèi)在到外在－獲取和轉(zhuǎn)化專門知識(shí)的過程Askexpertstodeveloprulesandprocessesbasedontheirowntacitknowledge要求專家在自身內(nèi)在知識(shí)的基礎(chǔ)上獲取規(guī)則和方法Knowledgeengineersorsystemsanalystsinterviewexpertsandextracttheirexpertise知識(shí)工程師和系統(tǒng)分析師會(huì)見專家并吸取他們的技術(shù)[后續(xù)]Externalization（外在化）

(Codifica13Externalization（外在化）

(Codification)（成文化）(Articulation)（清晰度）[續(xù)前]Employeesdocumentproblemsolvingprocessesandsolutionsonthejob員工記錄工作中解決問題的方法和方案Communityofpractice(ontheInternet),chatgroups,etc.實(shí)踐社區(qū)（在Internet上）、交流團(tuán)隊(duì)等Externalization（外在化）

(Codifica14FourmodesofknowledgecreationatMatsushitaElectricCompany

Matsushita電力公司的四種知識(shí)創(chuàng)造模式IkukoTanakaapprenticedwithmasterbakertolearnhisskills（IkukoTanaka為熟練的面包師當(dāng)學(xué)徒以學(xué)習(xí)技能）ShetranslatedthesesecretsintoexplicitknowledgethatshecancommunicatetoherteammembersandothersatMatsushita（她將這些秘密轉(zhuǎn)化成外在知識(shí)，以與她的團(tuán)隊(duì)成員以及與Matsushita的其他團(tuán)隊(duì)交流）Theteamthenstandardizedthisknowledge,puttingittogetherintoamanualorworkbookandembodyingitinaproduct（團(tuán)隊(duì)將這些知識(shí)標(biāo)準(zhǔn)化，集中起來裝訂成冊(cè)，并應(yīng)用于產(chǎn)品中）Throughtheexperienceofcreatinganewproduct,Tanakaandherteammembersenrichedtheirowntacitknowledgebase（在開發(fā)新產(chǎn)品的過程中，Tanaka和她的團(tuán)隊(duì)成員不斷豐富他們的內(nèi)在知識(shí)）Fourmodesofknowledgecreati15KM知識(shí)管理的重要性課件16Knowledge-creatingCompanies知識(shí)創(chuàng)造型公司Knowledge-creatingCompanies17MetaphorAnalogyModel

比喻類推模型Toenlargethecreativespaceandtolinkcontradictorythingsandideasthroughmetaphor（通過比喻開拓創(chuàng)造空間和統(tǒng)一矛盾事務(wù)及觀點(diǎn)）Resolvethesecontradictionsthroughanalogy（通過類推解決矛盾）Crystallizethecreatedconceptsandembodytheminamodel（明確創(chuàng)造性觀念并在模型中具體化）MetaphorAnalogyModel

比18NewProductDevelopmentatHonda

本田汽車的新產(chǎn)品開發(fā)“Let’sgamble”sloganinauguratedtheprocesswithateamofyoungengineersanddesigners,chargedwiththedevelopmentofanew-conceptcar,notacheaperversionofCivicandAccord.“Let’sgamble”開創(chuàng)了新的理念，讓年輕的工程師和設(shè)計(jì)師負(fù)責(zé)新概念車的開發(fā)，而不是那些便宜的大眾汽車和普通汽車。TeamleaderHirooWatanabecoinedanotherslogan-TheoryofAutomobileEvolution–toexpressanideal.團(tuán)隊(duì)領(lǐng)導(dǎo)HirooWatanabe提出另一個(gè)口號(hào)－汽車發(fā)展推測(cè)－以表達(dá)一種理想[后續(xù)]NewProductDevelopmentatHon19NewProductDevelopmentatHonda

本田汽車的新產(chǎn)品開發(fā)[續(xù)前]Thisledtodiscussionanddebateandyetanotherslogan--Man-maximum,Machine-minimum.這些引發(fā)了討論和辯論，還有一個(gè)口號(hào)－最大人性化，最小機(jī)械化Finally,therevolutionary“TallBoy”HondaCityemerged.最后，革命性的“TallBoy”橫空出世。NewProductDevelopmentatHon20Metaphor

AnalogyModel

比喻類推模型TheHondacaseshowshowJapanesecompaniesusefigurativelanguageandsymbolsinproductdevelopmentprocess（本田汽車的例子展示了日本公司在產(chǎn)品開發(fā)過程中如何使用比喻方式和符號(hào)）AMetaphormayhavemultiplemeaningsorappearlogicallycontradictory,buthelptomergedifferentareasofexperiencewithinasingle,imageorsymbol.比喻可能造成多意或出現(xiàn)邏輯矛盾，但能將不同領(lǐng)域的經(jīng)驗(yàn)統(tǒng)一成一個(gè)簡(jiǎn)單、形象和符號(hào)的。PhilosopherMaxBlack:“twoideasinonephrase“哲學(xué)家MaxBlack：”一詞有二意”[后續(xù)]MetaphorAnalogyModel

比21Metaphor

AnalogyModel

比喻類推模型[續(xù)前]Peopleputtogetherwhattheyknowinnewwaysandbegintoexpresstacitknowledge--whattheyknowbutcannotyetsay人們采用新方法整理他們所知的知識(shí)并表示成內(nèi)在知識(shí)－他們理解但不會(huì)表達(dá)Effectiveinjumpstartingthecreativeprocessintheearlystagesofknowledgecreation在知識(shí)創(chuàng)造的初期高效的開始創(chuàng)造過程MetaphorAnalogyModel

比22Implications--SeniorExecutives’Vision

暗示－高級(jí)管理人員的想象Needstobeopen-endedandsusceptibletoavarietyofdifferentandevenconflictinginterpretations需要容許幾種不同甚至是矛盾的解釋Givesemployeesandworkgroupsthefreedomandautonomytosettheirowngoals給予員工和工作團(tuán)隊(duì)一定的自由和自治權(quán)，以達(dá)到他們的自身目標(biāo)Ifavisionistoounambiguous,itbecomesanorderanddonotfosterthehighdegreeofpersonalcommitmentonwhicheffectiveknowledgecreationdepends如果一個(gè)想象太明確，它將成為一個(gè)規(guī)則，阻止人的創(chuàng)造能力在更深層次上的激發(fā)，而這是有效知識(shí)創(chuàng)造所依靠的Implications--SeniorExecut23ConceptualUmbrellaSharp--“Optoelectronics"todescribethemergingofmicroelectronicswithopticaltechnologiesSeniormanagerstookupthewordandmagnifieditsimpactfarbeyondtheR&DandengineeringdepartmentsinthecompanySharp–“光電子學(xué)”是描述微電子學(xué)和光學(xué)技術(shù)的融合，高級(jí)管理人員使用該詞并將其推廣到R&D以及工程部外的其他部門NEC--themetaphor"C&C"(for"computersandcommunications"),Categorizedthecompany'sknowledgebaseintermsofafewkeytechnologiesNEC--“C&C”（計(jì)算機(jī)和通信），采用幾個(gè)關(guān)鍵技術(shù)術(shù)語對(duì)公司知識(shí)加以分類Kao--“Surfaceactivescience“Guideditsdiversificationintoproductsrangingfromsoapdetergentstocosmeticstofloppydisks–allnaturalderivativesofKao'scoreknowledgebaseKao--“Surfaceactivescience“指導(dǎo)它的產(chǎn)品多樣化，從肥皂、清潔劑到化妝品，到軟盤－一切自然從Kao的核心知識(shí)演化而來ConceptualUmbrellaSharp--“24Metaphor

Analogy

Model

比喻類推模型Metaphorstriggertheknowledge-creationprocessthroughintuitionandlinkingconflictingimages比喻通過直覺和統(tǒng)一矛盾現(xiàn)象觸發(fā)知識(shí)創(chuàng)造過程Thenextstepisanalogy,amorestructuredprocessofreconcilingcontradictions.下一步是類推，一個(gè)更加結(jié)構(gòu)化的緩和矛盾的過程Anintermediatestepbetweenpureimaginationandlogicalthinking純想象和邏輯思考的中間一步Whyisabeercanausefulanalogyforapersonalcopier?為什么啤酒罐是一個(gè)個(gè)人復(fù)印機(jī)的有用類推？MetaphorAnalogyModel

比25BeercanandCanonpersonalcopier

啤酒罐和佳能個(gè)人復(fù)印機(jī)Canonwasdevelopingarevolutionarymini-copierthatisreliable,easyandcheaptomake.佳能開發(fā)了一種微型復(fù)印機(jī)－可靠、簡(jiǎn)單且造價(jià)低廉Plantomakethephotosensitivecopierdrum(thesourceof90%ofallmaintenanceproblems)disposable計(jì)劃制造可隨意使用的感光復(fù)印機(jī)鼓Theteamwasdiscussingdesignproblemsoversomedrinks開發(fā)團(tuán)隊(duì)基于一些飲料討論設(shè)計(jì)問題[后續(xù)]BeercanandCanonpersonalco26BeercanandCanonpersonalcopier

啤酒罐和佳能個(gè)人復(fù)印機(jī)[續(xù)前]Tanaka(theteamleader)heldoneofthebeercansandwonderedaloud,"Howmuchdoesitcosttomanufacturethiscan?“Tanaka（團(tuán)隊(duì)領(lǐng)導(dǎo)）拿著一個(gè)啤酒罐，驚異的叫道：“制造這個(gè)易拉罐的成本是多少？”Thequestionledtheteamtospeculatewhetherthesameprocessformakinganaluminumbeercouldbeappliedtothemanufactureofanaluminumcopierdrum這個(gè)問題引發(fā)了團(tuán)隊(duì)的思索，能否象制造鋁啤酒罐一樣制造鋁復(fù)印機(jī)鼓BeercanandCanonpersonalco27MetaphorAnalogy

Model

比喻類推模型Thelaststepintheknowledge-creationprocess知識(shí)創(chuàng)造的最后一步Moreimmediatelyconceivablethanametaphororananalogy比比喻和類推更直接想到Contradictionsgetresolvedandconceptsbecometransferablethroughconsistentandsystematiclogic通過協(xié)調(diào)和系統(tǒng)邏輯，矛盾可以解決、概念可以轉(zhuǎn)化Makestheknowledgeavailabletotherestofthecompany使得知識(shí)對(duì)于公司的其他地方是可利用的MetaphorAnalogyModel

比28Developinglow-costdisposablecopierdrumresultedinnewtechnologiesforotherofficeproductssuchasmicrofilmreadersandlaserprinters開發(fā)低成本的可隨意使用的復(fù)印機(jī)鼓，為其他辦公產(chǎn)品引入了一種新技術(shù)，如縮影膠片閱讀器和激光打印機(jī)By1987–onlyfiveyearsafterthemini-copierwasintroduced–74%ofCanon'srevenuescamefromitsbusinessmachinesdivision1987年，微型復(fù)印機(jī)開發(fā)后的5年后，佳能74％的收入來自商業(yè)機(jī)器分公司Prooftheknowledgeisaformofcapital.證明了知識(shí)是資本的一種形式StrategicImpactofKnowledgeCreationatCanon

佳能知識(shí)創(chuàng)造的戰(zhàn)略影響Developinglow-costdisposable29CreatingknowledgeinOrganizationsviaRedundancy

通過冗余在組織中創(chuàng)造知識(shí)Thefundamentalprincipleoforganizationaldesigninknowledge-creatingcompaniesisredundancyinknowledge-creatingresponsibilities.知識(shí)創(chuàng)造型公司的組織設(shè)計(jì)的基本原則是知識(shí)創(chuàng)造職責(zé)的冗余AtCanon,ateamisdividedintocompetinggroupstodevelopavarietyofapproachesandperspectives-principleofinternalcompetition.在佳能，一個(gè)團(tuán)隊(duì)分成兩個(gè)互相競(jìng)爭(zhēng)組，按不同的方法和觀點(diǎn)發(fā)展－內(nèi)部競(jìng)爭(zhēng)法則Maybewastefulintheshortrun,butnewideasproliferateandtheorganization'sknowledge-creatingabilityisaccelerated.這可能在短期內(nèi)造成浪費(fèi)，但能帶來新的想法并增強(qiáng)組織的知識(shí)創(chuàng)造能力CreatingknowledgeinOrganiz30StrategicJobRotation

戰(zhàn)略崗位輪換Asecondwaytobuildredundancytohelpemployeesunderstandthebusinessfrommultipleperspectives建立冗余機(jī)制的第二種方法可幫助員工從不同的角度理解公司Makesorganizationalknowledgemore"fluid"andeasiertoputintopractice使組織的知識(shí)更具有“流動(dòng)性”，更容易付于實(shí)施AtKaoCorporation,aJapaneseconsumer-productsmanufacturer,employeesareexpectedtoholdatleastthreedifferentjobsinanygiventen-yearperiodKao公司，一家日本的消費(fèi)品制造企業(yè)，它的員工總被期望在任意10年中至少?gòu)氖氯莶煌墓ぷ鱎esearchersoften"retire"fromtheR&Ddepartmentbytheageof40inordertotransfertootherdepartmentssuchasmarketing,sales,orproduction研究人員一般在40歲時(shí)從R&D退休，.投向其他部門，如市場(chǎng)、銷售和產(chǎn)品StrategicJobRotation

戰(zhàn)略崗位輪換A31FreeAccessofInformation

自由訪問信息Athirdwaytobuildredundancy建立冗余的第三種方法Wheninformationdifferentialsexist,membersofanorganizationcannolongerinteractonequalterms,whichhindersthesearchfordifferentinterpretationsofnewknowledge當(dāng)不同信息存在時(shí)，組織成員將不再受相當(dāng)條件的制約，這些條件是阻止搜索新知識(shí)的不同解釋的Kaodoesnotlimitaccesstoinformationamongemployees.Allcompanyinformation(withtheexceptionofpersonneldata)isstoredinasingleintegrateddatabase,opentoanyemployeeregardlessofpositionKao在公司員工中不對(duì)信息訪問加以限制。公司的所有信息（個(gè)人數(shù)據(jù)除外）都存放在一個(gè)獨(dú)立的完整數(shù)據(jù)庫中，并對(duì)公司的所有員工開放，而不論其職位FreeAccessofInformation

自由訪32Knowledge-creatingRoles（知識(shí)創(chuàng)造的角色）Creatingnewknowledgeistheproductofadynamicinteractionamongthreeroles創(chuàng)造新知識(shí)是三種角色動(dòng)態(tài)交互的結(jié)果Frontlineemployeesareoftencaughtupintheirownnarrowperspectiveandlosesightofthebroadercontext前線員工常為他們自己的狹隘看法所迷惑，而失去對(duì)全局的把握Seniormanagersarticulatemetaphors,symbols,andconceptualumbrellathatorienttheknowledge-creatingactivitiesofemployees.Theyjudgeandtestthevalueofnewknowledgecreatedandaskbroadquestions:高級(jí)管理人員結(jié)合比喻、象征和概念傘，以確定員工知識(shí)創(chuàng)造的方向。他們判斷并檢驗(yàn)新知識(shí)創(chuàng)造的價(jià)值并提出更廣泛的問題：Whatarewetryingtolearn?（我們將要學(xué)什么？）Whatdoweneedtoknow?（我們需要知道什么?）Knowledge-creatingRoles（知識(shí)創(chuàng)造的33MiddleManagersandTeams

(中層管理人員和團(tuán)隊(duì))Middlemanagersprovideaconceptualframeworkthathelpsfrontlineemployeestomakesenseofthechaoticmarketsignals中層管理人員提供一個(gè)概念框架，以幫助前線員工搞清混亂市場(chǎng)信息的意思。Teamsplayacentralroleinknowledgecreationasitsmemberscreatediversepointsofviewsandthenintegrateintoanewcollectiveperspective.團(tuán)隊(duì)在知識(shí)創(chuàng)造過程中起了核心的作用，當(dāng)成員提出不同觀點(diǎn)時(shí)，它便綜合所有成一個(gè)新的綜合觀點(diǎn)。[后續(xù)]MiddleManagersandTeams

(中層管34MiddleManagersandTeams

(中層管理人員和團(tuán)隊(duì))[續(xù)前]Teamleadersaretypicallymiddlemanagerswhosynthesizethetacitknowledgeofbothfrontlineemployeesandseniorexecutives,makeitexplicit,andincorporateitintonewtechnologiesandproducts團(tuán)隊(duì)領(lǐng)導(dǎo)是典型的中層管理人員，他們綜合前線員工和高級(jí)管理人員的內(nèi)在知識(shí)，使其外在化，并將其融合入新產(chǎn)品和技術(shù)中。Theyarethetrue"knowledgeengineers"oftheknowledge-creatingcompany他們是知識(shí)創(chuàng)造型公司真正的“知識(shí)工程師”。MiddleManagersandTeams

(中層管35Implementingknowledgemanagement(KM)執(zhí)行知識(shí)管理

Implementingknowledgemanagem36Implementingknowledgemanagement(KM)

執(zhí)行知識(shí)管理

Knowledgemanagementconcepts（知識(shí)管理的概念）PreparationforKMinitiatives（知識(shí)管理的初始準(zhǔn)備）Knowledgemanagementstrategy（知識(shí)管理戰(zhàn)略）ElementsofKMpractice（知識(shí)管理實(shí)踐的基礎(chǔ)）KMtechnologies（知識(shí)管理技術(shù)）Casestudies（示例學(xué)習(xí)）Implementingknowledgemanagem37KnowledgeManagementConcepts（知識(shí)管理的概念）Organizationallearning-Creationofnewstandardoperatingproceduresandbusinessprocessesthatreflectsorganizations’experiences組織學(xué)習(xí)－建立反映組織經(jīng)歷的新的標(biāo)準(zhǔn)化運(yùn)作程序和商業(yè)過程Knowledgemanagement-Thesetofprocessesdevelopedinanorganizationtocreates,gathers,stores,maintains,anddisseminatesknowledge知識(shí)管理－在組織中發(fā)展的商業(yè)程序是為了建立、聚集、存儲(chǔ)、維護(hù)和傳播知識(shí)[后續(xù)]KnowledgeManagementConcepts38KnowledgeManagementConcepts（知識(shí)管理的概念）[續(xù)前]BestPractices--Successfulsolutionsorproblem-solvingmethodsdevelopedbyspecificorganizationorindustry最好的實(shí)踐－由專門的組織或行業(yè)提出的成功解答或解決問題的方法OrganizationalMemory--Storedlearningfromorganization’shistorythatcanbeusedfordecisionmakingandotherpurposes組織存儲(chǔ)－存儲(chǔ)從組織歷史中獲取的知識(shí)，對(duì)決策制定和其他活動(dòng)都是有用的KnowledgeManagementConcepts39

PreparationStepsforKMInitiatives

知識(shí)管理初始準(zhǔn)備的步驟

1)AppointachiefknowledgeofficerandcreateaKMstrategythatislinkedtocorporatestrategicobjectives.

任命一個(gè)首席知識(shí)官員并建立一個(gè)知識(shí)管理戰(zhàn)略是與公司戰(zhàn)略目標(biāo)相關(guān)的2)DeployKMtechnologicalinfrastructuretoenabletheprocessofcreating,sharinganddisseminatingknowledge.

配置知識(shí)管理技術(shù)的下部組織能夠建立、共享和傳播知識(shí)3)StrengthentopmanagementcommitmentbyshowingthemsuccessfulKMpracticeinothercompanies.

通過展現(xiàn)其他公司成功的知識(shí)管理經(jīng)驗(yàn)加強(qiáng)高層管理4)Developacultureandrewardsystemoftrustandlearningtofostercollaborationandinnovation.Makeemployeesfeelcomfortablesharingknowledge

建立信任的文化氛圍及回報(bào)系統(tǒng)，培養(yǎng)協(xié)作和創(chuàng)新。使員工感覺到知識(shí)共享的好處。

PreparationStepsforKMInit40KnowledgeManagementStrategy

知識(shí)管理戰(zhàn)略Drivenbycompany'scompetitivestrategy由公司競(jìng)爭(zhēng)戰(zhàn)略驅(qū)動(dòng)Howitcreatesvalueforcustomers（怎樣為顧客創(chuàng)造價(jià)值）Howthatvaluesupportsaneconomicmodel（價(jià)值如何支持經(jīng)濟(jì)模型）Howthecompany‘speopledeliveronthevalueandtheeconomics（公司的人們?nèi)绾螌?shí)現(xiàn)價(jià)值）Somecompaniesautomateknowledgemanagement(Codification)一些公司實(shí)行自動(dòng)知識(shí)管理Othersrelyontheirpeopletoshareknowledgethroughmoretraditionalmeans(Personalization)另一些公司通過傳統(tǒng)方式，依靠他們的員工共享知識(shí)KnowledgeManagementStrategy41DifferentKnowledgeManagementStrategies

不同的知識(shí)管理戰(zhàn)略Codificationcanbethemainemphasisformorestructuredtasks.Thisrequirescomprehensiveelectronicrepositoryof“knowledgeobjects”tofacilitatereuseofexplicitknowledge.Examples–AndersonConsultingandErnst&YoungfortechnologyandERPimplementation.成文化主要強(qiáng)調(diào)將任務(wù)結(jié)構(gòu)化。這要求全面的“知識(shí)對(duì)象”電子知識(shí)庫，以方便的重復(fù)使用外在知識(shí)。如－AndersonConsulting、Ernst&Youngfortechnology和執(zhí)行ERPPersonalizationcanbethemainemphasisforlessstructuredtasks.Thisrequiresintensiveperson-to-personcontacts,emails,videoconferences,etc.tofacilitateexchangeoftacitknowledge.Examples--McKinsey,BCG,andBainforcustomizedcorporatestrategyconsulting.人性化主要強(qiáng)調(diào)任務(wù)的非結(jié)構(gòu)性。這要求加強(qiáng)人與人的交流、電子郵件和視頻會(huì)議等，以方便內(nèi)在知識(shí)的交換。如－McKinsey、BCG和Bainforcustomizedcorporatestrategyconsulting.DifferentKnowledgeManagement42Codification（成文化）Knowledgeisextractedfromthepersonwhodevelopedit,madeindependentofthatperson,andreusedforvariouspurposes

知識(shí)從提出者處獲取，并獨(dú)立于提出者，重復(fù)使用于不同的目的Codification（成文化）Knowledgeis43Codification–Ernst&Young

（成文化–Ernst&Young）Ernst&YoungexecutiveshaveinvestedalottomakesurethatthecodificationprocessworksefficientlyErnst&Young的決策者進(jìn)行了大量投資以保證成文化運(yùn)作有效進(jìn)行The250peopleattheCenterforBusinessKnowledgemanagetheelectronicrepositoryandhelpconsultantsfindanduseinformation商業(yè)知識(shí)中心有250名員工，他們管理電子知識(shí)庫以幫助顧問尋找和使用信息Specialistswritereportsandanalysesthatmanyteamscanuse專家撰寫報(bào)告并分析可使用的[后續(xù)]Codification–Ernst&Young

（44Codification–Ernst&Young

（成文化–Ernst&Young）[續(xù)前]EachofErnst&Young'smorethan40practiceareashasastaffmemberwhohelpscodifyandstoredocumentsErnst&Young在超過40個(gè)領(lǐng)域有成員，他們幫助成文、存檔Resultingareadatabasesarelinkedthroughanetwork.結(jié)果域的數(shù)據(jù)庫通過網(wǎng)絡(luò)連接Codification–Ernst&Young

（45Codification–Ernst&Young

成文化–Ernst&YoungRandallLove,anErnst&Youngpartner,waspreparinganimportantbidforalargeindustrialmanufacturerErnst&Young的合作伙伴RandallLove準(zhǔn)備對(duì)一個(gè)大的工業(yè)制造商的投標(biāo)計(jì)劃Hesearchedtheelectronicknowledgemanagementrepositoryforrelevantknowledge它查找電子知識(shí)管理庫以尋找相關(guān)知識(shí)Hefoundandusedseveralpreviouslydevelopedsolutionstodevelopapresentationontheindustry找到并使用以前的幾個(gè)解決方案以完成行業(yè)介紹Healsofoundandusedpropositionsthathelpedhimestimatehowmuchmoneytheclientwouldsavebyimplementingthesystem.同時(shí)，還找到并使用相關(guān)資料，以幫助預(yù)測(cè)客戶使用該系統(tǒng)可節(jié)省多少錢[后續(xù)]Codification–Ernst&Young

46Codification–Ernst&Young

成文化–Ernst&Young[續(xù)前]Lovewontheprojectandclosedthesaleintwomonthsinsteadofthetypicalfourtosix在2個(gè)月內(nèi)贏得項(xiàng)目并完成交易，而一般需要4到6個(gè)月Healsofoundprogrammingdocuments,technicalspecifications,trainingmaterials,andchangemanagementdocumentationintherepositorywhichsavedresearchanddevelopmenttime還在知識(shí)庫中找到了設(shè)計(jì)文檔、技術(shù)規(guī)格、培訓(xùn)材料和變動(dòng)管理文件，這便節(jié)省了研發(fā)時(shí)間Codificationsavedtheteamandtheclientonefullyearofwork成文化為團(tuán)隊(duì)和客戶節(jié)省了1年時(shí)間Codification–Ernst&Young

47Codification:

CreatingValueforCustomers

成文化：為客戶創(chuàng)造價(jià)值

Consultantsreuseexistingbrickswhileapplyingtheirskillstoconstructsomethingnew顧問在創(chuàng)建新事物時(shí)可使用已存在的模塊Customerbenefitsbecausetheconsultantscanbuildareliable,high-qualityinformationsystemfasterandatabetterpricethanothersbyusingworkplans,softwarecode,andsolutionsthathavebeenfine-tunedandprovensuccessful客戶也從中獲益，這是由于顧問能建立可靠的、高質(zhì)的信息系統(tǒng)，且該系統(tǒng)比其他已很好運(yùn)行或證明成功的工作計(jì)劃、軟件程序和其他解決方案更快、更廉價(jià)Codification:

CreatingValuef48Codification:TurningaProfit

成文化：帶來盈利Reuseofknowledgesaveswork,reducescommunicationscosts,andallowsacompanytotakeonmoreprojects－重復(fù)使用知識(shí)可簡(jiǎn)化工作、減少通信費(fèi)用且能使公司承擔(dān)更多的項(xiàng)目FirmssuchasAndersenConsultingandErnst&Younghavebeenabletogrowatratesof20%ormoreinrecentyears象AndersenConsulting和Ernst&Young等公司近些年都以20％或更高的速度增長(zhǎng)Codification:TurningaProfit49Codification--ManagingPeople

成文化－管理員工Ernst&YoungandAndersenConsultinghireundergraduatesfromtopuniversitiesandtrainthemtodevelopandimplementchangeprogramsandinformationsystemsErnst&Young和AndersenConsulting在在高校雇傭大學(xué)生，培訓(xùn)他們開發(fā)和執(zhí)行方案改造和信息系統(tǒng)Usingtheknowledgemanagementrepository,theconsultantsworkthroughscenariosdesignedtoimprovebusinessprocesses顧問使用知識(shí)管理庫完成方案設(shè)計(jì)以提高商業(yè)運(yùn)作水平Theyareimplementers,notinventors他們是執(zhí)行者，不是發(fā)明者Codification--ManagingPeople50Codification–NotjustforConsultants

成文化－不僅僅是給顧問的HealthCare–AccessHealth（衛(wèi)生保?。瑼ccessHealth）Whensomeonecallsthecenter,aregisterednurseusesthecompany's"clinicaldecisionarchitecture"toassessthecaller'ssymptoms,ruleoutpossibleconditions,andrecommendahomeremedy,doctor'svisit,oremergencyroomtrip當(dāng)有人向中心呼救，護(hù)士便根據(jù)“臨床診斷體系”診斷呼救者癥狀，排除可能的病癥，并推薦家庭治療、醫(yī)師診斷或急救Theknowledgerepositorycontainsalgorithmsofthesymptomsofmorethan500illnesses知識(shí)庫包含超過500種病的癥狀情況Thefirst300algorithmsthatAccessHealthdevelopedhaveeachbeenusedanaverageof8,000timesperyear

前300種每年被使用超過8000次Codification–NotjustforCo51CodificationatDell

Dell的文化Directsaleofmade-to-orderinexpensivePCs--StrategyInvestedinaknowledgemanagementsystemwithanelectronicrepositorythatspecifyendlessconfigurations.Customerschooseconfigurationsfromamenu,suppliersprovidecomponentsbasedontheirorders,andmanufacturingretrievesordersfromthesystemandschedulesassemblyDelldoesnotdeliverhighlycustomizedorders,anditraisesitspricesconsiderablyfororderswithspecialcomponents.InI997,Dellshipped11millionPCs.Thosesystemswereputtogetherfrom40,000possibleconfigurations(competitorstypicallyofferonlyabout100configurations),Eachconfigurationwasusedonaverage275timesThatlevelofreuseallowsDelltoloweritscostsandchargelessthanthecompetitionThisknowledgereusemodelhelpedthecompanytogrowrevenues83%annuallyoverthelastfouryearsCodificationatDell

Dell的文化D52Personalization

人性化Focusondialoguebetweenindividuals,notknowledgeobjectsinadatabase注重人之間的對(duì)話，而不是數(shù)據(jù)庫中的知識(shí)對(duì)象Knowledgeissharednotonlyface-to-facebutalsooverthetelephone,bye-mail,andviavideoconferences知識(shí)是共享的，不僅是面對(duì)面的，也通過電話、電子郵件和視頻會(huì)議Knowledgethathasnotbeencodifiedandprobablycouldn'tbetransferred知識(shí)并非成文化且可能不能被轉(zhuǎn)化Personalization

人性化Focusondi53Personalization-BainMarciaBlenkohadastrategyproblemforalargeBritishfinancialinstitutionRequiredgeographicandproduct-lineexpertise,abroadunderstandingoftheindustry,andalargedoseofcreativethinkingBlenkoknewseveralpartnerswithrelevantexpertiseSheleftvoicemailmessageswiththemandcheckedBain's"peoplefinder"databaseformorecontactsSheconnectedwithninepartnersandseveralmanagerswhohaddevelopedgrowthstrategiesforfinancialservicesinstitutionsShemetwithagroupoftheminEurope,hadvideoconferenceswithothersfromSingaporeandSydney,andattendedameetingofthefinancialservicespracticeinBostonSomecolleaguesbecameongoingadvisers,andoneoftheAsianmanagerswasassignedfulltimetothecaseteamForthenextfourmonths,Blenkoandherteamconsultedwithexpertpartnersregularlyinmeetingsandthroughphonecallsande-mailIntheprocessofdevelopingauniquegrowthstrategy,theteamtappedintoaworldwidenetworkofcolleagues'experiencePersonalization-BainMarciaB54Personalization:CreatingValueforCustomers

人性化：為客戶創(chuàng)造價(jià)值

Problemsdon'thaveclearsolutionsattheoutset問題在開始沒有清楚的解決方法Consultantsseekadvicefromcolleaguestodeepentheirunderstandingoftheissues顧問在同事之間尋求建議以加深他們對(duì)問題的了解Theycreateahighlycustomizedsolutiontoauniqueproblem他們對(duì)特定的問題給出特定的解決方案Offerclientsadvicethatisrichintacit

knowledge為客戶提供富含內(nèi)在知識(shí)的建議Clients'problemsaredifficultandoneofakind客戶的問題是很難解決的且是個(gè)不相同的Personalization:CreatingValue55Personalization–TurningaProfit

人性化－帶來盈利Reliesonthelogicof“experteconomics”信奉“experteconomics”Knowledgesharingistimeconsuming,expensive,andslow知識(shí)共享是費(fèi)時(shí)、昂貴和遲鈍的Consultantscanchargehighfeesfortheirservices顧問能從服務(wù)中獲取高額酬金Growthisslow增長(zhǎng)是緩慢的Personalization–TurningaPr56Personalization–ManagingPeople

人性化－管理員工McKinsey,BCG,andBainhiretop-tierM.B.A.graduatestobeinventorsMcKinsey、BCG和Bainhiretop-tierM.B.A.的畢業(yè)生將成為發(fā)明家Thesefirmsalsowantpeoplewhowillbeabletousetheperson-to-personknowledge-sharingapproacheffectivelyTheyrecruitwithextraordinarycarePartnersandseniorconsultantsinterviewacandidatesixtoeighttimesbeforemakingajobofferAtBain,1outof60applicantsgetsanofferMostimportanttrainingcomesfromworkingwithexperiencedconsultantswhoactasmentorsPersonalization–ManagingPeo57KM知識(shí)管理的重要性課件58Personalization:

MemorialSloan-KetteringCancerCenter

Providesthebest,mostcustomizedadvice,andtreatmenttocancerpatientsAvarietyofexpertsconsultsoneachpatient'scaseManagingtheexperts'collaborationis,inessence,managingthecenter'sknowledgeEmployeesworktogetherin17disease-specificteamsTomakeperson-to-personcommunicationeasy,ateam'smembersarealllocatedinthesameareaofthehospital.Eachteamhasseveralface-to-facemeetingsperweekthateveryoneattends.Meetingscoverbasicscienceinitiatives,clinicalfindings,patientcare,andongoingresearchHumanresourcepolicyalignedwithknowledgemanagementstrategyTopcliniciansareattractedbythecenter'sstate-of-the-arttechnology,excellentreputation,andsalariesthatplacetheminthe95%percentileJuniorpeoplearehiredfromtopuniversityresidencyprogramsandtrainedasfellowsHiressenior,nationallyrecognizedclinicianswhooftenbringteamsofpeoplewiththemPersonalization:

MemorialSlo59Personalization–Hewlett-PackardHP’sbusinessstrategyistodevelopinnovativeproductsTechnicalknowledgemustgettransferredtoproductdevelopmentteamsinatimelywayThecompanychannelssuchknowledgethroughperson-to-personexchanges.Engineersroutinelyusecompany'splanestovisitotherdivisionsandshareideasonnewproductsTravelareencouraged,andbudgetsarenotrestrictedThecompanymanageseffectiveperson-to-personknowledgesharingWith20,000employees,HPdwarfsthelargestconsultingcompany,AndersenConsulting,whichhasabout60,000peoplePersonalization–Hewlett-Pack60Don’tStraddle

不要同時(shí)使用兩種策略Mostknowledgeconsultingfirmsuseboth許多知識(shí)咨詢公司同時(shí)使用兩種codificationandpersonalization