企业管理apqc知识管理实施指南.docx

1、企业管理apqc知识管理实施指南【企业管理】apqc知识管理实施指南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 hav

2、e learned about KM through participation in consortia or conferences. The organization has created a high-level rationale or vision for pursuing KM. 知识治理差不多成为你的组织中一个专门感爱好的话题差不多有一些职员从知识治理中得到了好处一些人差不多认同知识治理，有专门好的基础你和其他一些成员差不多通过培训、企业交流等方式学习了知识治理的内容组织有实施知识治理的专门高的愿景忽略公司文化和历史没有任何论据就推销知识治理没有制造任何价值就要求专门大一笔预

3、算Stage 2: Develop Strategy第二时期：开发战略If one or more of the following statements is true, welcome to Stage 2.如果下面的情形有一个甚至更多跟实际相符，欢迎进入第二时期。Your organization has established a KM exploratory group or steering committee for KM. An executive sponsor in your organization supports further exploration of KM.

4、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

5、 will benefit your organization. You have secured ownership, funding, and buy-in for pilots. 你的组织差不多建立了KM探讨小组或者KM筹委会。公司的高层领导支持知识治理的推广你所一直关注的成功的内在驱动力差不多存在。IT部门对KM的导入和建设感爱好你现在差不多把握了一些公司往常的知识共享的案例你差不多找到一个试点能够让你证明知识治理是如何使企业收益的你差不多确立了试点项目的领导，预算和支持If most of your answers are I wish! you don*t have to stop

6、. 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 busi

7、ness 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”我期望”，你不需要停下来。如果在那个地点提到的任何任务看起来专门难完成，APQC能够关心你度过难关。第二时期的要紧任务是建立一个符合商业目标的知识治理战略。从那个地点开始，试点的目标将跟业务目标相一致。一个项目团队将基于公司的利

8、益执行他们的行动。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

9、 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.第二时期的关键活动在第二时期，你的公司差不多到达了一个重要的转折点。或许个人猎取共享和使用信息和知识的愿景差不多变成了公司对业务潜力的探究。在公司领导的支持下，你能够明确的探究KM将如何样为你的业务服务。那个地点列出了总结出的有用的第二时期的关键活动。1. Form a KM task force.

10、1.形成“特种部队”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.形成跨职能部门的专业项目团队。那个团队的成员将查找试点的机会，形成方法的标准。2. Select pilots or identify current initi

11、atives that could work as pilots. 2，选择试点或者发觉能够作为试点的现有的工作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

12、 sponsors with the resources to help the initiative along.我们举荐3个试点。你能够选择新战略的试点或者采纳差不多进行的一些工作。发觉对公司业务重要的东西并设计试点来显示可论证的结果。选择试点的支持者来提供实施所需的资源。3. Find the resources to support the pilot. 3，发觉资源，支持试点工作The most important resources are skilled staff members who can facilitate the initiative and who are aut

13、horized 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.最重要的资源是技术熟练的工人，他们能够推动试点工作，同时承诺花费专门长的时刻。其他的资源例如IT，你可能需要创建和修改一些程序。资源是专门广泛的，可能你差不多预备齐全。Stage 3: Design and Launch KM Init

14、iatives第三时期：设计并启动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.项目差不多进行了专门大一部分。你差不多形成了团队，找出并设计了试点，确定了资源。现在你正在走近第三时期， If on

15、e or more of the following statements is true, you are at the midway point of your journey. Welcome to Stage 3.如果以下情形有一个或者多个符合你的情形，讲明你的项目差不多进行了一半，欢迎来到第三时期。Your organization has designed a pilot and implementation strategies. You have launched communities of practice, an interactive KM Intranet site,

16、 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 strategi

17、es for expanding your pilot initiatives across the organization.你的组织差不多设计了试点并执行了战略你差不多启动了一个体会交流团队，一个交互式的KM内部站点你差不多找到并培训了试点的推动者和领导者你差不多建立了试点工作的措施和衡量标准同时形成了跟踪和反馈机制你差不多创建了一个从KM工作中学习的战略你差不多勾画出在全公司推广试点的策略Stage 3 can be a rewarding time of new organizational growth and vitality. The overall objectives of

18、Stage 3 are to conduct successful pilots, provide evidence of KM*s business value, and capture lessons learned.第三时期是收益时刻。要紧的目标是引导成功的试点，提供KM商业价值的证据并总结体会。KEY ACTIVITIES FOR STAGE 3 第三时期的关键活动At stage 3, the benefits of capturing, sharing, and using information and knowledge have begun to take definite

19、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.在第三时期，猎取/共享和使用知识和信息的好处差不多专门明显。是时候将前两个时期悬而未决的任务详细化了，例如一份正式的预算。领导现在需要看到试点的可估量的收益潜力和投资回报率

20、。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 hav

21、ing a KM task force to provide supervision and support for the reallocation of organizational resources.1，形成试点形成一个小组，例如筹划委员会或者跨单位的团队，来分配资金和时刻等资源。每一个成功的公司，包括世界银行，HP等，都建立了专门的团队来治理和支持公司资源的分配。2. Develop methodologies that can be replicated. Avoid building knowledge collections without an active communit

22、y 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

23、. 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：幸免脱离活跃的社区的努力来收集知识。通过无间隔的实践社区将知识提供者和知识使用者结合起来。承诺那些活跃的社区去自发的组织团队去拓展知识治理的边界。鼓舞面对面的交流以及虚拟的网络社区。建立流程去监控，选择和公布共享的知识，使这些知识从个人知识提升为组织知识。3. Capture lessons

24、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? 团队要经常在一个会议上分

25、享和讨论一些公司案例。为了完成那个至关重要的步骤，能够回答以下咨询题:那个试点什么原因会成功?结果是否值得推广？LOOKING AHEAD预告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 employe

26、es will likely revert to prior behavior.在公司评定试点工作之后，知识治理将连续剩下的三分之一的路，KM的实施将将逐步的扩展到新的项目，提升现有的工作，固化新的工作模式，以防止职员由于习惯返回往常的工作方式。Stage 4: Expand and Support第四时期：扩展和支持By now, you*ve gained quite a bit of expertise. You*ve launched pilots, gathered results, captured some important lessons, and decided to co

27、ntinue the KM journey. Stage 4 involves expanding KM initiatives throughout your organization, which necessitates rapid and highly visible growth.现在你差不多获得了一些KM实施的体会，差不多启动了试点项目、收集结果、得到了教训并决定连续KM之旅。第四时期将介绍如何样在整个公司推广知识治理，成为公司迅速增长的必要。If one or more of the following statements is true, you are steadily n

28、earing the final stage of your journey. Welcome to Stage 4.如果下面所列举的集中情形有一种或一种以上属实，你差不多快要接近成功的终点。欢迎进入第四时期。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

29、of KM. You have an expansion strategy in place for your KM initiatives. You have identified the resources necessary for expanding your KM efforts. 按照试点的结果，其他部门明确表示了对知识治理的需求。你差不多开始在整个公司推销知识治理你差不多使整个的公司关注知识治理你有一个适当的知识治理推广扩展打算你差不多清晰的指明推广知识治理所需要的资源。The overall objectives of Stage 4 are to develop and ma

30、rket 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 c

31、ome through it successfully.第四时期的总体目标使开发和部署知识治理推广的战略，以及有效的治理知识的增长。如果下一步要连续推广知识治理，这需要研究企业的业务模式和投资回报。APQC差不多从世界各大成功的公司积存了丰富的体会，在那个地点能够跟你分享。KEY ACTIVITIES FOR STAGE 4 第四时期的关键活动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.顺利地进行这一可预见时期需要符合投资回报的要求以及小心的治理知识的增长。好消息是知识治理在这一时期差不多被认为是企业的核心竞争力之一。1. Develop an expansion strategy. 1，开发推广战略You can choose to app