APQC知識(shí)管理實(shí)施指南(doc)
APQC知識(shí)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(duì)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(shí)管理”和“實(shí)施知識(shí)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(shí)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(duì)方向就 更加困難了，整個(gè)實(shí)施過(guò)程到處充滿了絆腳石。盡管你認(rèn)為知識(shí)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(wèn)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(shí)管理。為此APQC提供了 這份實(shí)施指南，通過(guò)階段特征的描述，需求分析以及實(shí)施步驟等內(nèi)容來(lái)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(guò)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：?jiǎn)?dòng) 第二階段：策略開(kāi)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(shí)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(shuō)明了成功知識(shí)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(shì)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(shí)管理，這些企業(yè)已經(jīng)看到了實(shí)施 知識(shí)管理所帶來(lái)的機(jī)會(huì)，促進(jìn)企業(yè)開(kāi)發(fā)新產(chǎn)品，戰(zhàn)勝競(jìng)爭(zhēng)對(duì)手，激勵(lì)團(tuán)隊(duì)成員，以及使 利潤(rùn)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(lái)對(duì)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(shí)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(dòng)，你的企業(yè)將在知識(shí)管理實(shí)施的過(guò) 程中不斷的提高。 Stage 1: Get Started 第一階段：?jiǎn)?dòng)　　　　　　　　　　　　　　　　　　　　　　　　　 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(shí)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(qǐng)進(jìn)入 知識(shí)管理第一階段。 o Knowledge management has emerged as a topic of interest in your organization. o At least a few employees have explored the benefits of KM for your organization. o Someone has had a personal stake in developing interest in KM. o You or other members of the organization have learned about KM through participation in consortia or conferences. o The organization has created a high-level rationale or vision for pursuing KM. o 知識(shí)管理已經(jīng)成為你的組織中一個(gè)非常感興趣的話題 o 已經(jīng)有一些員工從知識(shí)管理中得到了好處 o 一些人已經(jīng)認(rèn)同知識(shí)管理，有很好的基礎(chǔ) o 你和其他一些成員已經(jīng)通過(guò)培訓(xùn)、企業(yè)交流等方式學(xué)習(xí)了知識(shí)管理的內(nèi)容 o 組織有實(shí)施知識(shí)管理的很高的愿景 第一階段的關(guān)鍵活動(dòng) 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(huì)想：說(shuō)了這么多，現(xiàn)在我該做什么?很幸運(yùn)，APQC跟世界頂級(jí)的大公司已經(jīng) 經(jīng)歷了這個(gè)過(guò)程，并且知道應(yīng)該怎樣開(kāi)始這個(gè)復(fù)雜的過(guò)程?；谶@些經(jīng)驗(yàn)，APQC總結(jié)出 了第一階段的關(guān)鍵活動(dòng)。作為一個(gè)有洞察力的改革者或者是知識(shí)管理的早期推動(dòng)者，在 這個(gè)階段的任務(wù)是定義知識(shí)管理，共享知識(shí)管理的成功案例，并把知識(shí)管理跟目前的工 作聯(lián)系起來(lái)，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(shí)管理理念的解釋和推廣 將知識(shí)管理跟公司的目標(biāo)聯(lián)系起來(lái)，讓大家清楚地看到知識(shí)管理的好處，使用簡(jiǎn)單 的定義和簡(jiǎn)單的語(yǔ)言指出實(shí)際存在的問(wèn)題、機(jī)會(huì)和知識(shí)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(shí)管理 找出目前組織內(nèi)部可以聯(lián)系到知識(shí)管理的活動(dòng)，找出一些共享知識(shí)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(wèn)題又沒(méi)有引起你們的注意：降低成本？提高效率？平滑的 信息交流？簡(jiǎn)單的流程？作為變革的動(dòng)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(shí)管理應(yīng)用的機(jī)會(huì) 通過(guò)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(shí)管理可以發(fā)揮價(jià) 值的地方。然后回答下列問(wèn)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(wèn)題?知 識(shí)管理怎樣解決這些問(wèn)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 SUCCESS ·Ignoring 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 o 忽略公司文化和歷史 o 沒(méi)有任何論據(jù)就推銷知識(shí)管理 o 沒(méi)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(kāi)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(huì)。 ·公司的高層領(lǐng)導(dǎo)支持知識(shí)管理的推廣 ·你所一直關(guān)注的成功的內(nèi)在驅(qū)動(dòng)力已經(jīng)存在。 ·IT部門對(duì)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(shí)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(shí)管理是如...
APQC知識(shí)管理實(shí)施指南(doc)