KM知識管理的重要性

Module

KnowledgeManagement

知識管理

郭咸綱WilliamX.GUOOutlineofTopics（主題概要）Importanceofknowledgemanagement知識管理的重要性O(shè)riginandDefinition起源和定義Typesofknowledgeandmodesofknowledgecreation知識的類型和知識創(chuàng)造的方式Knowledgecreatingcompanies知識創(chuàng)造型公司Implementingknowledgemanagement實(shí)施知識管理Importanceofknowledgemanagement(KM)（知識管理的重要性）Knowledgeisaformofcapital.

知識是資本的一種形式Thesingledifferentiatorthatislikelytolastisinnovation,andtherawmaterialofinnovationisknowledge

如果將資本比喻成創(chuàng)新，那么知識就是創(chuàng)新使用的原料Knowledge+Creativity=Innovation知識＋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真正的知識管理開始于咨詢公司Definition（定義）Knowledgemanagementistheprocessthathelpsorganizationsidentify,select,organize,andcaptureimportantinformationandexpertisewithintheorganizationanddisseminateittowhereveritisneededtoenhanceorganizationaleffectivenessandinnovativepotential.知識管理是協(xié)助組織識別、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教授是研究知識創(chuàng)造的先驅(qū)TypesofKnowledgeandModesofKnowledgeCreation知識類型和知識創(chuàng)造的方式TypesofKnowledge（知識的類型）Tacitknowledge--implicit,residesinexperts'heads,highlypersonal,difficulttocommunicate.

內(nèi)在知識－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－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。UnderstandingTacitKnowledge

（理解內(nèi)在知識）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)藏在其后的知識和技術(shù)原理相結(jié)合。[后續(xù)]UnderstandingTacitKnowledge

（理解內(nèi)在知識）[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ModesofKnowledgeCreation

Tofrom

TacitKnowledge

ExplicitKnowledge

TacitKnowledgeSocializationExternalizationExplicitKnowledge

InternalizationCombinationSocialization(Personalization)

社會化（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Internalization（（內(nèi)在在化化））Fromexplicittotacit從外外在在到到內(nèi)內(nèi)在在Learningbydoing(afterformaltrainingandexplicitinstructions)從作作中中學(xué)學(xué)（（在在正正式式培培訓(xùn)訓(xùn)和和指指導(dǎo)導(dǎo)后后））Onthejobtraining在工工作作中中鍛鍛煉煉Combination（（聯(lián)合合））Externalization（（外在在化化））(Codification)（（成文文化化））(Articulation)（清清晰晰度度））Fromtacittoexplicit––processofcapturingandtransferringofexpertknowledge從內(nèi)內(nèi)在在到到外外在在－－獲獲取取和和轉(zhuǎn)轉(zhuǎn)化化專專門門知知識識的的過過程程Askexpertstodeveloprulesandprocessesbasedontheirowntacitknowledge要求求專專家家在在自自身身內(nèi)內(nèi)在在知知識識的的基基礎(chǔ)礎(chǔ)上上獲獲取取規(guī)規(guī)則則和和方方法法Knowledgeengineersorsystemsanalystsinterviewexpertsandextracttheirexpertise知識識工工程程師師和和系系統(tǒng)統(tǒng)分分析析師師會會見見專專家家并并吸吸取取他他們們的的技技術(shù)術(shù)[后續(xù)續(xù)]Externalization（（外在在化化））(Codification)（（成文文化化））(Articulation)（清清晰晰度度））[續(xù)前前]Employeesdocumentproblemsolvingprocessesandsolutionsonthejob員工工記記錄錄工工作作中中解解決決問問題題的的方方法法和和方方案案Communityofpractice(ontheInternet),chatgroups,etc.實(shí)踐踐社社區(qū)區(qū)（（在在Internet上））、、交交流流團(tuán)團(tuán)隊(duì)隊(duì)等等FourmodesofknowledgecreationatMatsushitaElectricCompanyMatsushita電力力公公司司的的四四種種知知識識創(chuàng)創(chuàng)造造模模式式IkukoTanakaapprenticedwithmasterbakertolearnhisskills（IkukoTanaka為熟練的的面包師師當(dāng)學(xué)徒徒以學(xué)習(xí)習(xí)技能））ShetranslatedthesesecretsintoexplicitknowledgethatshecancommunicatetoherteammembersandothersatMatsushita（她將這些些秘密轉(zhuǎn)轉(zhuǎn)化成外外在知識識，以與與她的團(tuán)團(tuán)隊(duì)成員員以及與與Matsushita的其他團(tuán)團(tuán)隊(duì)交流流）Theteamthenstandardizedthisknowledge,puttingittogetherintoamanualorworkbookandembodyingitinaproduct（團(tuán)隊(duì)將這這些知識識標(biāo)準(zhǔn)化化，集中中起來裝裝訂成冊冊，并應(yīng)應(yīng)用于產(chǎn)產(chǎn)品中））Throughtheexperienceofcreatinganewproduct,Tanakaandherteammembersenrichedtheirowntacitknowledgebase（（在開發(fā)新新產(chǎn)品的的過程中中，Tanaka和她的團(tuán)團(tuán)隊(duì)成員員不斷豐豐富他們們的內(nèi)在在知識））Knowledge-creatingCompanies知識創(chuàng)造造型公司司MetaphorAnalogyModel比喻類推模型Toenlargethecreativespaceandtolinkcontradictorythingsandideasthroughmetaphor（通過比喻喻開拓創(chuàng)創(chuàng)造空間間和統(tǒng)一一矛盾事事務(wù)及觀觀點(diǎn)）Resolvethesecontradictionsthroughanalogy（通過類推推解決矛矛盾）Crystallizethecreatedconceptsandembodytheminamodel（明確創(chuàng)造造性觀念念并在模模型中具具體化））NewProductDevelopmentatHonda本田汽車車的新產(chǎn)產(chǎn)品開發(fā)發(fā)“Let’’sgamble””sloganinauguratedtheprocesswithateamofyoungengineersanddesigners,chargedwiththedevelopmentofanew-conceptcar,notacheaperversionofCivicandAccord.“Let’sgamble”開創(chuàng)了新新的理念念，讓年年輕的工工程師和和設(shè)計(jì)師師負(fù)責(zé)新新概念車車的開發(fā)發(fā)，而不不是那些些便宜的的大眾汽汽車和普普通汽車車。TeamleaderHirooWatanabecoinedanotherslogan-TheoryofAutomobileEvolution––toexpressanideal.團(tuán)隊(duì)領(lǐng)導(dǎo)導(dǎo)HirooWatanabe提出另一一個(gè)口號號－汽車車發(fā)展推推測－以以表達(dá)一一種理想想[后續(xù)]NewProductDevelopmentatHonda本田汽車車的新產(chǎn)產(chǎn)品開發(fā)發(fā)[續(xù)前]Thisledtodiscussionanddebateandyetanotherslogan--Man-maximum,Machine-minimum.這些引發(fā)發(fā)了討論論和辯論論，還有有一個(gè)口口號－最最大人性性化，最最小機(jī)械械化Finally,therevolutionary““TallBoy””HondaCityemerged.最后，革革命性的的“TallBoy”橫空出世世。MetaphorAnalogyModel比喻類推模型TheHondacaseshowshowJapanesecompaniesusefigurativelanguageandsymbolsinproductdevelopmentprocess（本田汽車車的例子子展示了了日本公公司在產(chǎn)產(chǎn)品開發(fā)發(fā)過程中中如何使使用比喻喻方式和和符號））AMetaphormayhavemultiplemeaningsorappearlogicallycontradictory,buthelptomergedifferentareasofexperiencewithinasingle,imageorsymbol.比喻可能能造成多多意或出出現(xiàn)邏輯輯矛盾，，但能將將不同領(lǐng)領(lǐng)域的經(jīng)經(jīng)驗(yàn)統(tǒng)一一成一個(gè)個(gè)簡單、、形象和和符號的的。PhilosopherMaxBlack:“twoideasinonephrase“哲學(xué)家MaxBlack：：”一詞有二二意”[后續(xù)]MetaphorAnalogyModel比喻類推模型[續(xù)前]Peopleputtogetherwhattheyknowinnewwaysandbegintoexpresstacitknowledge--whattheyknowbutcannotyetsay人們采用用新方法法整理他他們所知知的知識識并表示示成內(nèi)在在知識－－他們理理解但不不會表達(dá)達(dá)Effectiveinjumpstartingthecreativeprocessintheearlystagesofknowledgecreation在知識創(chuàng)創(chuàng)造的初初期高效效的開始始創(chuàng)造過過程Implications--SeniorExecutives’Vision暗示－高高級管理理人員的的想象Needstobeopen-endedandsusceptibletoavarietyofdifferentandevenconflictinginterpretations需要容許許幾種不不同甚至至是矛盾盾的解釋釋Givesemployeesandworkgroupsthefreedomandautonomytosettheirowngoals給予員工工和工作作團(tuán)隊(duì)一一定的自自由和自自治權(quán)，，以達(dá)到到他們的的自身目目標(biāo)Ifavisionistoounambiguous,itbecomesanorderanddonotfosterthehighdegreeofpersonalcommitmentonwhicheffectiveknowledgecreationdepends如果一個(gè)個(gè)想象太太明確，，它將成成為一個(gè)個(gè)規(guī)則，，阻止人人的創(chuàng)造造能力在在更深層層次上的的激發(fā)，，而這是是有效知知識創(chuàng)造造所依靠靠的ConceptualUmbrellaSharp--““Optoelectronics"todescribethemergingofmicroelectronicswithopticaltechnologiesSeniormanagerstookupthewordandmagnifieditsimpactfarbeyondtheR&DandengineeringdepartmentsinthecompanySharp––“光電子學(xué)學(xué)”是描描述微電電子學(xué)和和光學(xué)技技術(shù)的融融合，高高級管理理人員使使用該詞詞并將其其推廣到到R&D以及工程程部外的的其他部部門NEC--themetaphor"C&C"(for"computersandcommunications"),Categorizedthecompany'sknowledgebaseintermsofafewkeytechnologiesNEC--“C&C”（計(jì)算機(jī)和和通信）），采用用幾個(gè)關(guān)關(guān)鍵技術(shù)術(shù)術(shù)語對對公司知知識加以以分類Kao--““Surfaceactivescience“Guideditsdiversificationintoproductsrangingfromsoapdetergentstocosmeticstofloppydisks––allnaturalderivativesofKao'scoreknowledgebaseKao--““Surfaceactivescience“指導(dǎo)它的的產(chǎn)品多多樣化，，從肥皂皂、清潔潔劑到化化妝品，，到軟盤盤－一切切自然從從Kao的核心知知識演化化而來MetaphorAnalogyModel比喻類推模型Metaphorstriggertheknowledge-creationprocessthroughintuitionandlinkingconflictingimages比喻通過過直覺和和統(tǒng)一矛矛盾現(xiàn)象象觸發(fā)知知識創(chuàng)造造過程Thenextstepisanalogy,amorestructuredprocessofreconcilingcontradictions.下一步是是類推，，一個(gè)更更加結(jié)構(gòu)構(gòu)化的緩緩和矛盾盾的過程程Anintermediatestepbetweenpureimaginationandlogicalthinking純想象和和邏輯思思考的中中間一步步Whyisabeercanausefulanalogyforapersonalcopier?為什么啤啤酒罐是是一個(gè)個(gè)個(gè)人復(fù)印印機(jī)的有有用類推推？BeercanandCanonpersonalcopier啤酒罐和和佳能個(gè)個(gè)人復(fù)印印機(jī)Canonwasdevelopingarevolutionarymini-copierthatisreliable,easyandcheaptomake.佳能開發(fā)發(fā)了一種種微型復(fù)復(fù)印機(jī)－－可靠、、簡單且且造價(jià)低低廉Plantomakethephotosensitivecopierdrum(thesourceof90%ofallmaintenanceproblems)disposable計(jì)劃制造可隨隨意使用的感感光復(fù)印機(jī)鼓鼓Theteamwasdiscussingdesignproblemsoversomedrinks開發(fā)團(tuán)隊(duì)基于于一些飲料討討論設(shè)計(jì)問題題[后續(xù)]BeercanandCanonpersonalcopier啤酒罐和佳能能個(gè)人復(fù)印機(jī)機(jī)[續(xù)前]Tanaka(theteamleader)heldoneofthebeercansandwonderedaloud,"Howmuchdoesitcosttomanufacturethiscan?“Tanaka（團(tuán)隊(duì)領(lǐng)導(dǎo)）拿拿著一個(gè)啤酒酒罐，驚異的的叫道：“制制造這個(gè)易拉拉罐的成本是是多少？”Thequestionledtheteamtospeculatewhetherthesameprocessformakinganaluminumbeercouldbeappliedtothemanufactureofanaluminumcopierdrum這個(gè)問題引發(fā)發(fā)了團(tuán)隊(duì)的思思索，能否象象制造鋁啤酒酒罐一樣制造造鋁復(fù)印機(jī)鼓鼓MetaphorAnalogyModel比喻類推模型Thelaststepintheknowledge-creationprocess知識創(chuàng)造的最最后一步Moreimmediatelyconceivablethanametaphororananalogy比比喻和類推推更直接想到到Contradictionsgetresolvedandconceptsbecometransferablethroughconsistentandsystematiclogic通過協(xié)調(diào)和系系統(tǒng)邏輯，矛矛盾可以解決決、概念可以以轉(zhuǎn)化Makestheknowledgeavailabletotherestofthecompany使得知識對于于公司的其他他地方是可利利用的Developinglow-costdisposablecopierdrumresultedinnewtechnologiesforotherofficeproductssuchasmicrofilmreadersandlaserprinters開發(fā)低成本的的可隨意使用用的復(fù)印機(jī)鼓鼓，為其他辦辦公產(chǎn)品引入入了一種新技技術(shù)，如縮影影膠片閱讀器器和激光打印印機(jī)By1987–onlyfiveyearsafterthemini-copierwasintroduced–74%ofCanon'srevenuescamefromitsbusinessmachinesdivision1987年，微型復(fù)印印機(jī)開發(fā)后的的5年后，佳佳能74％的的收入來自商商業(yè)機(jī)器分公公司Prooftheknowledgeisaformofcapital.證明了知識是是資本的一種種形式StrategicImpactofKnowledgeCreationatCanon佳能知識創(chuàng)造造的戰(zhàn)略影響響CreatingknowledgeinOrganizationsviaRedundancy通過冗余在組組織中創(chuàng)造知知識Thefundamentalprincipleoforganizationaldesigninknowledge-creatingcompaniesisredundancyinknowledge-creatingresponsibilities.知識創(chuàng)造型公公司的組織設(shè)設(shè)計(jì)的基本原原則是知識創(chuàng)創(chuàng)造職責(zé)的冗冗余AtCanon,ateamisdividedintocompetinggroupstodevelopavarietyofapproachesandperspectives-principleofinternalcompetition.在佳能，一一個(gè)團(tuán)隊(duì)分分成兩個(gè)互互相競爭組組，按不同同的方法和和觀點(diǎn)發(fā)展展－內(nèi)部競競爭法則Maybewastefulintheshortrun,butnewideasproliferateandtheorganization'sknowledge-creatingabilityisaccelerated.這可能在短短期內(nèi)造成成浪費(fèi)，但但能帶來新新的想法并并增強(qiáng)組織織的知識創(chuàng)創(chuàng)造能力StrategicJobRotation戰(zhàn)略崗位輪輪換Asecondwaytobuildredundancytohelpemployeesunderstandthebusinessfrommultipleperspectives建立冗余機(jī)機(jī)制的第二二種方法可可幫助員工工從不同的的角度理解解公司Makesorganizationalknowledgemore"fluid"andeasiertoputintopractice使組織的知知識更具有有“流動性性”，更容容易付于實(shí)實(shí)施AtKaoCorporation,aJapaneseconsumer-productsmanufacturer,employeesareexpectedtoholdatleastthreedifferentjobsinanygiventen-yearperiodKao公司，一家家日本的消消費(fèi)品制造造企業(yè)，它它的員工總總被期望在在任意10年中至少少從事三份份不同的工工作Researchersoften"retire"fromtheR&Ddepartmentbytheageof40inordertotransfertootherdepartmentssuchasmarketing,sales,orproduction研究人員一一般在40歲時(shí)從R&D退休，.投投向其他部部門，如市市場、銷售售和產(chǎn)品FreeAccessofInformation自由訪問信信息Athirdwaytobuildredundancy建立冗余的的第三種方方法Wheninformationdifferentialsexist,membersofanorganizationcannolongerinteractonequalterms,whichhindersthesearchfordifferentinterpretationsofnewknowledge當(dāng)不同信息息存在時(shí)，，組織成員員將不再受受相當(dāng)條件件的制約，，這些條件件是阻止搜搜索新知識識的不同解解釋的Kaodoesnotlimitaccesstoinformationamongemployees.Allcompanyinformation(withtheexceptionofpersonneldata)isstoredinasingleintegrateddatabase,opentoanyemployeeregardlessofpositionKao在公司員工工中不對信信息訪問加加以限制。。公司的所所有信息（（個(gè)人數(shù)據(jù)據(jù)除外）都都存放在一一個(gè)獨(dú)立的的完整數(shù)據(jù)據(jù)庫中，并并對公司的的所有員工工開放，而而不論其職職位Knowledge-creatingRoles（（知識創(chuàng)造的的角色）Creatingnewknowledgeistheproductofadynamicinteractionamongthreeroles創(chuàng)造新知識識是三種角角色動態(tài)交交互的結(jié)果果Frontlineemployeesareoftencaughtupintheirownnarrowperspectiveandlosesightofthebroadercontext前線員工常常為他們自自己的狹隘隘看法所迷迷惑，而失失去對全局局的把握Seniormanagersarticulatemetaphors,symbols,andconceptualumbrellathatorienttheknowledge-creatingactivitiesofemployees.Theyjudgeandtestthevalueofnewknowledgecreatedandaskbroadquestions:高級管理人人員結(jié)合比比喻、象征征和概念傘傘，以確定定員工知識識創(chuàng)造的方方向。他們們判斷并檢檢驗(yàn)新知識識創(chuàng)造的價(jià)價(jià)值并提出出更廣泛的的問題：Whatarewetryingtolearn?（（我們將要學(xué)學(xué)什么？））Whatdoweneedtoknow?（（我們需要知知道什么?）MiddleManagersandTeams

(中層管理人人員和團(tuán)隊(duì)隊(duì))Middlemanagersprovideaconceptualframeworkthathelpsfrontlineemployeestomakesenseofthechaoticmarketsignals中層管理人人員提供一一個(gè)概念框框架，以幫幫助前線員員工搞清混混亂市場信信息的意思思。Teamsplayacentralroleinknowledgecreationasitsmemberscreatediversepointsofviewsandthenintegrateintoanewcollectiveperspective.團(tuán)隊(duì)在知識識創(chuàng)造過程程中起了核核心的作用用，當(dāng)成員員提出不同同觀點(diǎn)時(shí)，，它便綜合合所有成一一個(gè)新的綜綜合觀點(diǎn)。。[后續(xù)]MiddleManagersandTeams

(中層管理人人員和團(tuán)隊(duì)隊(duì))[續(xù)前]Teamleadersaretypicallymiddlemanagerswhosynthesizethetacitknowledgeofbothfrontlineemployeesandseniorexecutives,makeitexplicit,andincorporateitintonewtechnologiesandproducts團(tuán)隊(duì)領(lǐng)導(dǎo)是是典型的中中層管理人人員，他們們綜合前線線員工和高高級管理人人員的內(nèi)在在知識，使使其外在化化，并將其其融合入新新產(chǎn)品和技技術(shù)中。Theyarethetrue"knowledgeengineers"oftheknowledge-creatingcompany他們是知識識創(chuàng)造型公公司真正的的“知識工工程師”。。Implementingknowledgemanagement(KM)執(zhí)行知識管管理Implementingknowledgemanagement(KM)執(zhí)行知識管管理Knowledgemanagementconcepts（知識管理的的概念）PreparationforKMinitiatives（知識管理的的初始準(zhǔn)備備）Knowledgemanagementstrategy（知識管理戰(zhàn)戰(zhàn)略）ElementsofKMpractice（知識管理實(shí)實(shí)踐的基礎(chǔ)礎(chǔ)）KMtechnologies（知識管理技技術(shù)）Casestudies（（示例學(xué)習(xí)））KnowledgeManagementConcepts（知識管理的的概念）Organizationallearning-Creationofnewstandardoperatingproceduresandbusinessprocessesthatreflectsorganizations’’experiences組織學(xué)習(xí)－－建立反映映組織經(jīng)歷歷的新的標(biāo)標(biāo)準(zhǔn)化運(yùn)作作程序和商商業(yè)過程Knowledgemanagement-Thesetofprocessesdevelopedinanorganizationtocreates,gathers,stores,maintains,anddisseminatesknowledge知識管理－－在組織中中發(fā)展的商商業(yè)程序是是為了建立立、聚集、、存儲、維維護(hù)和傳播播知識[后續(xù)]KnowledgeManagementConcepts（知識管理的的概念）[續(xù)前]BestPractices--Successfulsolutionsorproblem-solvingmethodsdevelopedbyspecificorganizationorindustry最好的實(shí)踐踐－由專門門的組織或或行業(yè)提出出的成功解解答或解決決問題的方方法OrganizationalMemory--Storedlearningfromorganization’shistorythatcanbeusedfordecisionmakingandotherpurposes組織存儲－－存儲從組組織歷史中中獲取的知知識，對決決策制定和和其他活動動都是有用用的PreparationStepsforKMInitiatives知識管理初初始準(zhǔn)備的的步驟1)AppointachiefknowledgeofficerandcreateaKMstrategythatislinkedtocorporatestrategicobjectives.任命一個(gè)首首席知識官官員并建立立一個(gè)知識識管理戰(zhàn)略略是與公司司戰(zhàn)略目標(biāo)標(biāo)相關(guān)的2)DeployKMtechnologicalinfrastructuretoenabletheprocessofcreating,sharinganddisseminatingknowledge.配置知識管管理技術(shù)的的下部組織織能夠建立立、共享和和傳播知識識3)StrengthentopmanagementcommitmentbyshowingthemsuccessfulKMpracticeinothercompanies.通過展現(xiàn)其其他公司成成功的知識識管理經(jīng)驗(yàn)驗(yàn)加強(qiáng)高層層管理4)Developacultureandrewardsystemoftrustandlearningtofostercollaborationandinnovation.Makeemployeesfeelcomfortablesharingknowledge建立信任的的文化氛圍圍及回報(bào)系系統(tǒng)，培養(yǎng)養(yǎng)協(xié)作和創(chuàng)創(chuàng)新。使員員工感覺到到知識共享享的好處。。KnowledgeManagementStrategy知識管理戰(zhàn)戰(zhàn)略Drivenbycompany'scompetitivestrategy由公司競爭爭戰(zhàn)略驅(qū)動動Howitcreatesvalueforcustomers（怎樣為顧客客創(chuàng)造價(jià)值值）Howthatvaluesupportsaneconomicmodel（價(jià)值如何支支持經(jīng)濟(jì)模模型）Howthecompany‘speopledeliveronthevalueandtheeconomics（（公司的人們們?nèi)绾螌?shí)現(xiàn)現(xiàn)價(jià)值）Somecompaniesautomateknowledgemanagement(Codification)一些公司實(shí)實(shí)行自動知知識管理Othersrelyontheirpeopletoshareknowledgethroughmoretraditionalmeans(Personalization)另一些公司司通過傳統(tǒng)統(tǒng)方式，依依靠他們的的員工共享享知識DifferentKnowledgeManagementStrategies不同的知識識管理戰(zhàn)略略Codificationcanbethemainemphasisformorestructuredtasks.Thisrequirescomprehensiveelectronicrepositoryof““knowledgeobjects”tofacilitatereuseofexplicitknowledge.Examples––AndersonConsultingandErnst&YoungfortechnologyandERPimplementation.成文化主要要強(qiáng)調(diào)將任任務(wù)結(jié)構(gòu)化化。這要求求全面的““知識對象象”電子知知識庫，以以方便的重重復(fù)使用外外在知識。。如－AndersonConsulting、Ernst&Youngfortechnology和執(zhí)行ERPPersonalizationcanbethemainemphasisforlessstructuredtasks.Thisrequiresintensiveperson-to-personcontacts,emails,videoconferences,etc.tofacilitateexchangeoftacitknowledge.Examples--McKinsey,BCG,andBainforcustomizedcorporatestrategyconsulting.人性性化化主主要要強(qiáng)強(qiáng)調(diào)調(diào)任任務(wù)務(wù)的的非非結(jié)結(jié)構(gòu)構(gòu)性性。。這這要要求求加加強(qiáng)強(qiáng)人人與與人人的的交交流流、、電電子子郵郵件件和和視視頻頻會會議議等等，，以以方方便便內(nèi)內(nèi)在在知知識識的的交交換換。。如如－－McKinsey、、BCG和Bainforcustomizedcorporatestrategyconsulting.Codification（（成文文化化））Knowledgeisextractedfromthepersonwhodevelopedit,madeindependentofthatperson,andreusedforvariouspurposes知識識從從提提出出者者處處獲獲取取，，并并獨(dú)獨(dú)立立于于提提出出者者，，重重復(fù)復(fù)使使用用于于不不同同的的目目的的Codification––Ernst&Young（（成文文化化––Ernst&Young））Ernst&YoungexecutiveshaveinvestedalottomakesurethatthecodificationprocessworksefficientlyErnst&Young的決決策策者者進(jìn)進(jìn)行行了了大大量量投投資資以以保保證證成成文文化化運(yùn)運(yùn)作作有有效效進(jìn)進(jìn)行行The250peopleattheCenterforBusinessKnowledgemanagetheelectronicrepositoryandhelpconsultantsfindanduseinformation商業(yè)業(yè)知知識識中中心心有有250名名員員工工，，他他們們管管理理電電子子知知識識庫庫以以幫幫助助顧顧問問尋尋找找和和使使用用信信息息Specialistswritereportsandanalysesthatmanyteamscanuse專家家撰撰寫寫報(bào)報(bào)告告并并分分析析可可使使用用的的[后續(xù)續(xù)]Codification––Ernst&Young（（成文文化化––Ernst&Young））[續(xù)前前]EachofErnst&Young'smorethan40practiceareashasastaffmemberwhohelpscodifyandstoredocumentsErnst&Young在超超過過40個(gè)個(gè)領(lǐng)領(lǐng)域域有有成成員員，，他他們們幫幫助助成成文文、、存存檔檔Resultingareadatabasesarelinkedthroughanetwork.結(jié)果果域域的的數(shù)數(shù)據(jù)據(jù)庫庫通通過過網(wǎng)網(wǎng)絡(luò)絡(luò)連連接接Codification––Ernst&Young成文文化化––Ernst&YoungRandallLove,anErnst&Youngpartner,waspreparinganimportantbidforalargeindustrialmanufacturerErnst&Young的合合作作伙伙伴伴RandallLove準(zhǔn)備備對對一一個(gè)個(gè)大大的的工工業(yè)業(yè)制制造造商商的的投投標(biāo)標(biāo)計(jì)計(jì)劃劃Hesearchedtheelectronicknowledgemanagementrepositoryforrelevantknowledge它查查找找電電子子知知識識管管理理庫庫以以尋尋找找相相關(guān)關(guān)知知識識Hefoundandusedseveralpreviouslydevelopedsolutionstodevelopapresentationontheindustry找到并使用以以前的幾個(gè)解解決方案以完完成行業(yè)介紹紹Healsofoundandusedpropositionsthathelpedhimestimatehowmuchmoneytheclientwouldsavebyimplementingthesystem.同時(shí)，還找到到并使用相關(guān)關(guān)資料，以幫幫助預(yù)測客戶戶使用該系統(tǒng)統(tǒng)可節(jié)省多少少錢[后續(xù)]Codification–Ernst&Young成文化–Ernst&Young[續(xù)前]Lovewontheprojectandclosedthesaleintwomonthsinsteadofthetypicalfourtosix在2個(gè)月內(nèi)贏贏得項(xiàng)目并完完成交易，而而一般需要4到6個(gè)月Healsofoundprogrammingdocuments,technicalspecifications,trainingmaterials,andchangemanagementdocumentationintherepositorywhichsavedresearchanddevelopmenttime還在知識庫中中找到了設(shè)計(jì)計(jì)文檔、技術(shù)術(shù)規(guī)格、培訓(xùn)訓(xùn)材料和變動動管理文件，，這便節(jié)省了了研發(fā)時(shí)間Codificationsavedtheteamandtheclientonefullyearofwork成文化為團(tuán)隊(duì)隊(duì)和客戶節(jié)省省了1年時(shí)間間Codification:

CreatingValueforCustomers成文化：為客客戶創(chuàng)造價(jià)值值Consultantsreuseexistingbrickswhileapplyingtheirskillstoconstructsomethingnew顧問在創(chuàng)建新新事物時(shí)可使使用已存在的的模塊Customerbenefitsbecausetheconsultantscanbuildareliable,high-qualityinformationsystemfasterandatabetterpricethanothersbyusingworkplans,softwarecode,andsolutionsthathavebeenfine-tunedandprovensuccessful客戶也從中獲獲益，這是由由于顧問能建建立可靠的、、高質(zhì)的信息息系統(tǒng)，且該該系統(tǒng)比其他他已很好運(yùn)行行或證明成功功的工作計(jì)劃劃、軟件程序序和其他解決決方案更快、、更廉價(jià)Codification:TurningaProfit成文化：帶來來盈利Reuseofknowledgesaveswork,reducescommunicationscosts,andallowsacompanytotakeonmoreprojects－重復(fù)使用知識識可簡化工作作、減少通信信費(fèi)用且能使使公司承擔(dān)更更多的項(xiàng)目FirmssuchasAndersenConsultingandErnst&Younghavebeenabletogrowatratesof20%ormoreinrecentyears象AndersenConsulting和Ernst&Young等公司近些年年都以20％％或更高的速速度增長Codification--ManagingPeople成文化－管理理員工Ernst&YoungandAndersenConsultinghireundergraduatesfromtopuniversitiesandtrainthemtodevelopandimplementchangeprogramsandinformationsystemsErnst&Young和AndersenConsulting在在高校雇傭傭大學(xué)生，培培訓(xùn)他們開發(fā)發(fā)和執(zhí)行方案案改造和信息息系統(tǒng)Usingtheknowledgemanagementrepository,theconsultantsworkthroughscenariosdesignedtoimprovebusinessprocesses顧問使用知識識管理庫完成成方案設(shè)計(jì)以以提高商業(yè)運(yùn)運(yùn)作水平Theyareimplementers,notinventors他們是執(zhí)行者者，不是發(fā)明明者Codification–NotjustforConsultants成文化－不僅僅僅是給顧問問的HealthCare–AccessHealth（衛(wèi)生保?。瑼ccessHealth）Whensomeonecallsthecenter,aregisterednurseusesthecompany's"clinicaldecisionarchitecture"toassessthecaller'ssymptoms,ruleoutpossibleconditions,andrecommendahomeremedy,doctor'svisit,oremergencyroomtrip當(dāng)有人向中心心呼救，護(hù)士士便根據(jù)“臨臨床診斷體系系”診斷呼救救者癥狀，排排除可能的病病癥，并推薦薦家庭治療、、醫(yī)師診斷或或急救Theknowledgerepositorycontainsalgorithmsofthesymptomsofmorethan500illnesses知識庫包含超超過500種種病的癥狀情情況Thefirst300algorithmsthatAccessHealthdevelopedhaveeachbeenusedanaverageof8,000timesperyear前300種每每年被使用超超過8000次CodificationatDellDell的文化Directsaleofmade-to-orderinexpensivePCs--StrategyInvestedinaknowledgemanagementsystemwithanelectronicrepositorythatspecifyendlessconfigurations.Customerschooseconfigurationsfromamenu,suppliersprovidecomponentsbasedontheirorders,andmanufacturingretrievesordersfromthesystemandschedulesassemblyDelldoesnotdeliverhighlycustomizedorders,anditraisesitspricesconsiderablyfororderswithspecialcomponents.InI997,Dellshipped11millionPCs.Thosesystemswereputtogetherfrom40,000possibleconfigurations(competitorstypicallyofferonlyabout100configurations),Eachconfigurationwasusedonaverage275timesThatlevelofreuseallowsDelltoloweritscostsandchargelessthanthecompetitionThisknowledgereusemodelhelpedthecompanytogrowrevenues83%annuallyoverthelastfouryearsPersonalization人性化Focusondialoguebetweenindividuals,notknowledgeobjectsinadatabase注重人人之間間的對對話，，而不不是數(shù)數(shù)據(jù)庫庫中的的知識識對象象Knowledgeissharednotonlyface-to-facebutalsooverthetelephone,bye-mail,andviavideoconferences知識是是共享享的，，不僅僅是面面對面面的，，也通通過電電話、、電子子郵件件和視視頻會會議Knowledgethathasnotbeencodifiedandprobablycouldn'tbetransferred知識并并非成成文化化且可可能不不能被被轉(zhuǎn)化化Personalization-BainMarciaBlenkohadastrategyproblemforalargeBritishfinancialinstitutionRequiredgeographicandproduct-lineexpertise,abroadunderstandingoftheindustry,andalargedoseofcreativethinkingBlenkoknewseveralpartnerswithrelevantexpertiseSheleftvoicemailmessageswiththemandcheckedBain's"peoplefinder"databaseformorecontactsSheconnectedwithninepartnersandseveralmanagerswhohaddevelopedgrowthstrategiesforfinancialservicesinstitutionsShemetwithagroupoftheminEurope,hadvideoconferenceswithothersfromSingaporeandSydney,andattendedameetingofthefinancialservicespracticeinBostonSomecolleaguesbecameongoingadvisers,andoneoftheAsianmanagerswasassignedfulltimetothecaseteamForthenextfourmonths,Blenkoandherteamconsultedwithexpertpartnersregularlyinmeetingsandthroughphonecallsande-mailIntheprocessofdevelopingauniquegrowthstrategy,theteamtappedintoaworldwidenetworkofcolleagues'experiencePersonalization:CreatingValueforCustomers人性化化：為為客戶戶創(chuàng)造造價(jià)值值Problemsdon'thaveclearsolutionsattheoutset問題在在開始始沒有有清楚楚的解解決方方法Consultantsseekadvicefromcolleaguestodeepentheirunderstandingoftheissues顧問在在同事事之間間尋求求建議議以加加深他他們對對問題題的了了解Theycreateahighlycustomizedsolutiontoauniqueproblem他們對對特定定的問問題給給出特特定的的解決決方案案Offerclientsadvicethatisrichintacitknowledge為客戶戶提供供富含含內(nèi)在在知識識的建建議Clients'problemsaredifficultandoneofakind客戶的的問題題是很很難解解決的的且是是個(gè)不不相同同的Personalization––TurningaProfit人性化化－帶帶來盈盈利Reliesonthelogicof““experteconomics””信奉“experteconomics”Knowledgesharingistimeconsuming,expensive,andslow知識共共享是是費(fèi)時(shí)時(shí)、昂昂貴和和遲鈍鈍的Consultantscanchargehighfeesfortheirservices顧問能能從服服務(wù)中中獲取取高額額酬金金Growthisslow增長是是緩慢慢的Personalization––ManagingPeople人性化化－管管理員員工inventorsMcKinsey、、BCG和Bainhiretop-tierM.B.A.的畢業(yè)業(yè)生將將成為為發(fā)明明家Thesefirmsalsowantpeoplewhowillbeabletousetheperson-to-personknowledge-sharingapproacheffectivelyTheyrecruitwithextraordinarycarePartnersandseniorconsultantsinterviewacandidatesixtoeighttimesbeforemakingajobofferAtBain,1outof60applicantsgetsanofferMostimportanttrainingcomesfromworkingwithexperiencedconsultantswhoactasmentorsPersonalization:MemorialSloan-KetteringCancerCenterProvidesthebest,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––Hewlett-PackardHP’sbusinessstrategyistodevelopinnovativeproductsTechnicalknowledgemustgettransferredtoproductdevelopmentteamsinatimelywayThecompanychannelssuchknowledgethroughperson-to-personexchanges.Engineersroutinelyusecompany'splanestovisitotherdivisionsandshareideasonnewproductsTravelareencouraged,andbudgetsarenotrestrictedThecompanymanageseffectiveperson-to-personknowledgesharingWith20,000employees,HPdwarfsthelargestconsultingcompany,AndersenConsulting,whichhasabout60,000peopleDon’tStraddle不要同時(shí)使使用兩種策策略Mostknowledgeconsultingfirmsuseboth許多知識咨咨詢公司同同時(shí)使用兩兩種codificationandpersonalizationtosomeextent在某種程度度上是成文文化和人性性化的Mosteffectivefirms,however,concentrateononemethodandusetheotherinasupportrole然而，許多多公司注重重一種方法法，同時(shí)用用另一種方方法加以輔輔助Executiveswhotrytoexcelatbothstrategiesriskfailingatboth希望同時(shí)使使用兩種戰(zhàn)戰(zhàn)略的決策策者要承擔(dān)擔(dān)兩份風(fēng)險(xiǎn)險(xiǎn)Managementconsultingfirmshaverunintoserioustroublewhentheyfailedtostickwithoneapproach如果管理咨咨詢公司不不能堅(jiān)持使使用一種方方法，它將將陷入很大大的麻煩中中