知識(shí)管理模型

1、Knowledge Management Strategies to Improve Business PerformanceChris PaladinoMarch 11, 2002(703) 947-2394chris.d.Knowledge Technologies 2002TopicsKM ApproachesImplementation FrameworkSuccess FactorsQuestionsKM ApproachesKM DefinitionKM ConsiderationsKnowledge SpiralAccenture KM ModelKM DefinitionA c

2、ollaborative and systematic process for acquiring, creating, synthesizing, and sharing information, insights, and experiences to achieve organizational goals.KM ConsiderationsHow do you create a culture for sharing?Which people need to be empowered to contribute the right knowledge?Are priorities al

3、igned with measurements?Are the right processes in place to- capture, refine, and create knowledge- disseminate, share, and apply knowledge to deliver business value?What tools are currently in place?What tools are needed to enable the environment?How do you fill the gap?Which factors are critical f

4、or my business that can be addressed by Knowledge Management?Which knowledge adds the most value?What are the highest priority initiatives?Although many companies recognize the importance of a more effective use of their knowledge, most struggle with where to start.StrategyTechnologyPeopleProcessAcc

5、enture, 2002Knowledge SpiralCollaborationExternalizationCombinationInternalization2134Nonaka, I. And H. Takeuchi, The Knowledge-Creating Company. New York: Oxford Univ. Press, 1995.MessagingPeer-2-PeereTeamSpaces/ eConferencingDiscussion ForumsContent ManagementKnowledgebasesWorkflowPortalseLearning

6、SearchingPersonalizationPush/ProfilesKnowledge MappingData MiningSynthesized KnowledgeAccenture KM ModelWork ModelsTransaction ModelExpert ModelIntegration ModelNetwork ModelSystematic, repeatable workHighly reliant on formal processes, methodologies, or standards Dependent on tight integration acro

7、ss functional boundariesRoutine workHighly reliant on formal procedures and trainingDependent on individual workers and enforcement of strict rulesImprovisational workHighly reliant on deep expertise across multiple functionsDependent on ability to build high commitment, flexible teamsJudgment-orien

8、ted workHighly reliant on individual expertise and experienceDependent on star performers - characterized by star culturesRoutineInterpretation / JudgmentComplexity of WorkLevel of InterdependenceCollaborationIndividual ActorsKnowledge workers*A one size fits all approach to developing a knowledge m

9、anagement system will not workAccenture, 2002TopicsKM ApproachImplementation FrameworkSuccess FactorsQuestionsImplementation FrameworkProcessesTools/ServicesKnowledge Environment ArchitectureInfrastructureGlobal WANOffice PlatformDocument ManagementMessagingInternetDatabase PlatformContentRolesSearc

10、hProfileLink ManagementKnowledge MiningVisual ControlsPortalAbstractorsRouting/WorkflowCollaborationContributeAccess ControlCreationFeedbackCommunity ManagementArchive/DeleteActivity MonitoringAgingCommunity MemberExpertContent ManagerKnowledge TechnologistKnowledge SponsorKnowledge IntegratorSynthe

11、sizeValidateValuationLANTranslatorsSecurityAlertsInformation InterfacesCommunication & CollaborationKnowledge MapsDirectoriesAttachmentsInternal/External InfoKnowledge BasesChange Enablement Program ManagementDevelopmentOperation/ AdministrationSynthesized KnowledgeDiscussionsCommunity/Home PagesBes

12、t PracticesCustomer ManagementResearch &DevelopmentIndividual & Organizational LearningApplicationsTopicsKM ApproachImplementation FrameworkSuccess FactorsQuestionsSuccess FactorsExecutive sponsorship will be essential to establishing this knowledge sharing environment. The cultural changes necessar

13、y to shift to a sharing environment must be actively supported and fostered throughout the organization by executive team.NavigationEnablementBusinessOwner-shipExecutiveLeadershipUsers understanding and commitment to use the knowledge environment. A critical mass of users who are willing to share, c

14、ontribute, and use what is available must be established for the potential of the environment to be realized.Technical infrastructure must support sharing from both a cost and architectural standpoint.Ongoing training and support will be necessary to both establish the critical mass of users and to

15、ensure the continued understanding and effective use of the environment as it evolves.Motivation and reward systems will need to be created to inspire people to contribute to and use the knowledge environment.Integration of sharing into normal activities so it doesnt appear as a burden, but rather as an enabler.Detailed Planning that incorporates activities, schedules, milestones, risk management, and the appropriate mon