知識管理之策略與方法課件

Dr.Kuan-TsaeHuangChairman,TASKCOe-BusinessCorporation

知識管理之策略與方法Dr.Kuan-TsaeHuang知識管理之策略與方法KM的2W,1H:What,Why,How 企業(yè)知識管理方向

推動知識管理面臨之問題知識管理策略面了解知識管理策略

Survival生存vsAdvancement創(chuàng)新驅(qū)動知識管理策略管理知識策略知識管理解決方案及方法論

競爭力

智慧財(cái)產(chǎn)

流程 OverviewOverview22W,1HofKM2W,1HofKM3GarryKasparovGarryKasparov與DeepBlue之間的不同點(diǎn)…….他的直覺、判斷、經(jīng)驗(yàn)“今天我感覺到一種新智慧的誕生"知識的產(chǎn)生包括判斷力經(jīng)驗(yàn)迅速的辨別力避免錯誤決策重複使用性創(chuàng)新思考力GarryKasparovGarryKasparov與4知識管理嘉言錄WhatisKM?有系統(tǒng)、有組織地善用企業(yè)內(nèi)部知識以提昇績效的方法………..安侯協(xié)和(KPMG)管理顧問公司為了敏銳對應(yīng)外部環(huán)境的改變而從事的資訊蒐集、決定和行動，也是為了因應(yīng)各種不同情勢而實(shí)施的彈性管理等必要措施……..……..勤業(yè)(AA)管理顧問公司讓人可以適時(shí)地存取他們所要的資訊，並且利用該資訊來評估問題和機(jī)會…..………………...微軟公司企業(yè)能否儲存、萃取與傳遞組織知識，並以此作為決策基礎(chǔ)或流程支援的能力.……………….....IDC???知識管理嘉言錄WhatisKM?5WhyKM?不記得過去的人註定會重蹈覆轍……..

DavidA.Garvin資訊爆炸的時(shí)代，過多的資訊反而讓人看不到他要的資訊……………….……..……………PeterF.Drucker好的概念是有待開發(fā)的知識，而知道尊敬這些無形知識，善用這些儲存於員工工作中的知識，而把這些知識透明化的企業(yè)，才是智慧型企業(yè)…...JimBotkin單一、全面性的管理工具比較有助於跨越組織藩籬的知識分享.…..….....ThomasH.Davenport???WhyKM?6Whatisnext?-HowtodoKM?Whatisnext?-7TenAspectsforOrganizationalKnowledgeManagementEstablishaKnowledgeManagementMethodologyDesignateaPointerpersonEmpowerKnowledgeWorkersManageCustomerCentricKnowledgeManageCoreCompetenciesFosterCollaborationandInnovationLearnfromBestPracticesExtendKnowledgeSourcingInterconnectCommunitiesofExpertiseReporttheMeasuredValueofKnowledgeAssetTenAspectsforOrganizational8策略面知識管理的應(yīng)從哪一層面切入(部門/計(jì)畫…)推動執(zhí)行面文件資料與知識物件區(qū)分與整合越有knowledge的人越忙，如何能讓他們把knowledge貢獻(xiàn)出來知識管理的過程中，誰來作品質(zhì)控管如何萃取別人所貢獻(xiàn)知識之菁華管理面如何進(jìn)行知識的分享與社群之推動如何衡量知識管理之績效IT技術(shù)面如何透過單一platform，讓使用者不會作太多重複的事情系統(tǒng)將來的擴(kuò)充性推動知識管理面臨之問題策略面推動知識管理面臨之問題9你想要什麼樣的知識管理系統(tǒng)？文件?知識?搜尋引擎?Portal?你想要什麼樣的知識管理系統(tǒng)？文件?知識?搜尋引擎?Porta10StrategyStrategy11UnderstandingKnowledgeStrategyTierney,(1999)“Acompany’sKMstrategyshouldreflectitscompetitivestrategy.”Withfocusoncreatingvalueforcustomers,turningaprofit,andmanagingpeople.Zack,(1999)“…themostimportantcontextforguidingknowledgemanagementisthefirm’sstrategy.Knowledgeisthefundamentalbasisofcompetition.Competingsuccessfullyonknowledgerequireseitheraligningstrategytowhattheorganizationknows,ordevelopingtheknowledgeandcapabilitiesneededtosupportadesiredstrategy.UnderstandingKnowledgeStrate12TypesofStrategySurvivalvs.Advancement

(vonKrogh,Roos,Slocum,1994)Survival–維持目前的成就水準(zhǔn)，需掌握現(xiàn)有市場與競爭者Advancement

–達(dá)到未來的成就，創(chuàng)造新市場、新技術(shù)，新產(chǎn)品–需要知識創(chuàng)新TypesofStrategy13Market

GrowthCustomer

IntimacyOperational

Effectiveness市場的成長：提升市場佔(zhàn)有率增加市場長處增強(qiáng)配銷網(wǎng)路與客戶形成長期且遠(yuǎn)深的關(guān)係

與客戶的成功一起成長利潤的成長生產(chǎn)力的提昇成本的控制StrategicDriversMarket

GrowthCustomer

Intimacy14Business

StrategyMarketGrowthKnowledge

StrategyOperational

EffectivenessCustomer

IntimacyProductInnovationKnowledgeCreationIntellectualAssetProductSalesTimetoMarketDistributionNetworksPricingStrategyPatent&ProductLeverageProcessInnovationKnowledgeSharingDevelopingLearningCultureBusinessInnovationCustomerKnowledgeIntegrationBrandingKnowledgeProcessstreamliningSupplychainmgtAccounting&FinancingCustomerretentionCustomerproductneedsRevenuegrowthPartnering/AlliancingBusiness

StrategyMarketGrowth15WhatDrivesKnowledgeStrategy?BusinessStrategy具有競爭力的知識為何?關(guān)鍵性的知識缺口為何?ProductInnovation

是否能發(fā)展出獨(dú)一無二的產(chǎn)品?是否可縮短產(chǎn)品發(fā)展的時(shí)程?OrganizationalComplexity

快速與資訊過多的適應(yīng)性?建立一個快速學(xué)習(xí)的組織?CustomersandMarkets深度瞭解客戶的需求

根據(jù)客戶的需求快速提供整體解決方案WhatDrivesKnowledgeStrategy16ManagingKnowledgeStrategyManagingKnowledgeStrategy17Whatdoweknowandwhereisit?Howdoweparticipatewiththisknow-how?Howdowesupportthisknow-how?Whatprocessesleveragethatknow-how?

CollaborativeTechnologyPracticesKnowledgeResourcesCultureandLearningFourEnablingDimensions18WhatdoweknowandwhereisiCollaborativeTechnologyKnowledgeResourcesCoreandcomplementarycompetenciesOrganizationalcapabilitiesStructuredandunstructuredinformationPersonalknowledgeanduniqueskillsCustomerrelationshipsIntellectualpropertyInfrastructureandstandardsystemsGroupwareandemailapplicationsWeb-enabledportalsandInternetapplicationsProcessmanagementsystems

CollaborativeKnowledgeCorea19AManufacturer’sexampleMarketingwritesthewhitepapersEngineeringwritesthespecificationTechnicalPublicationswritesthemanualMarketingCommunicationswritesthebrochureTrainingwritesthecourseEverybodywritesthepresentationsTechnicalsupporttakesthecallsReengineeredprocessesandcreatedanorganizationfocusedoncustomerneeds,including:MarketingSalesSupportTechnicalSupportTechnicalPublicationsTestEngineeringAManufacturer’sexampleMarket20Whatdowewanttocreate?Informationthatis:createdonceandre-usedlocatedinonesourceeasytoaccessviewableinmultiplewaysupdatedsimultaneouslyworldwideaccuratecreatedwithaconsistentprocessWhatdowewanttocreate?Info21NewservicebusinessCreatedaglobalextranettargetingtheautomationsales,marketing&supportchannelBasedonIntellectualAssetsCollectiveKnowledgeKnowledgeManagementAllregisteredusersmaycontributecontent(subjecttoapprovalprocess)Userscommunicatethroughmonitored,onlinediscussionforumstargetingspecificneedsUsersarecontinuallyencouragedtoprovidefeedbackSiteContentNewservicebusinessCreateda22KMNeedstoAddressingthe4Cs...Community--Leveraging

livemedia,drivingrelationships,bringingprofessionalstogetheronlineforevents,distancelearning,sharedexperiences.Commerce--Buildingopportunities,thecentralonlinemarketplacefordigital-mediaequipment.Expandingthisopportunitythroughvendorstorefronts.Context--Enhancing

userexperiencewitheditorialexpertiseandahighlyinteractive,logicalenvironment.Embracingconceptof“survivaloftheeasiest.”Content--Bringing

togetherallourcollectivecompanyassets,ourowneditorialstaffandotherthird-partyrelationships.Redefiningcontenttoincludeproducts--strikingalliances.KMNeedstoAddressingthe4Cs23CompetencyCompetency24Knowledgecanbebestoptimizedthroughafocusoncompetencies.TheyarestrategicunitsallowafirmtocompeteonKnowledge.TechnologyKnowledgePeopleCompetency由一群相同興趣、技術(shù)、知識的知識工作者所組成是一個非正式、跨部門的組織可擁有不同的思考模式可進(jìn)行意見交換與整合目標(biāo)以客戶需求為導(dǎo)向，結(jié)合並擴(kuò)張現(xiàn)存知識的能力，以在最短時(shí)間內(nèi)提供客戶最佳的解決方案，並讓我們每一個人將最好的能力表現(xiàn)出來專注強(qiáng)化知識提昇競爭力Knowledgecanbebestoptimize25ExamplesofCompetency-basedbusinessarchitecturesExamplesofCompetency-basedb26IntellectualAssetsIntellectualAssets27

TypesofIntellectualAssetsAssetcontinuumsofthardknowledgeexperiencesartifactscodemethodstoolsCaptureanduseof"Soft"assetsareessentialtobecomingalearningorganization "Hard"assetsrequiregreaterdisciplinetoharvest,generalizeandpackageforuseTypesofIntellectualAssetsA28FlowFlow29Acquire取得Evolve拓展使用Use出版PublishValue審查建構(gòu)StructureCommunity社群AcquireEvolve使用出版Value建構(gòu)Struct30創(chuàng)意推動成長“智慧資產(chǎn)”是產(chǎn)業(yè)成長的必要因素,並且產(chǎn)業(yè)的競爭力和市場導(dǎo)向的科技創(chuàng)新是相關(guān)聯(lián)的產(chǎn)業(yè)必須在令人競爭而且快速成長的浪潮中,向最大利潤的趨勢邁進(jìn)以及在全球貿(mào)易市場擁有自己的地位產(chǎn)業(yè)機(jī)構(gòu)必須有能力參與發(fā)展,而且可以提供促進(jìn)二十一世紀(jì)經(jīng)濟(jì)成長的智慧資產(chǎn)和知識服務(wù)創(chuàng)意推動成長“智慧資產(chǎn)”是產(chǎn)業(yè)成長的必要因素,並且產(chǎn)業(yè)的31ThankYouThankYou32Dr.Kuan-TsaeHuangChairman,TASKCOe-BusinessCorporation

知識管理之策略與方法Dr.Kuan-TsaeHuang知識管理之策略與方法KM的2W,1H:What,Why,How 企業(yè)知識管理方向

推動知識管理面臨之問題知識管理策略面了解知識管理策略

Survival生存vsAdvancement創(chuàng)新驅(qū)動知識管理策略管理知識策略知識管理解決方案及方法論

競爭力

智慧財(cái)產(chǎn)

流程 OverviewOverview342W,1HofKM2W,1HofKM35GarryKasparovGarryKasparov與DeepBlue之間的不同點(diǎn)…….他的直覺、判斷、經(jīng)驗(yàn)“今天我感覺到一種新智慧的誕生"知識的產(chǎn)生包括判斷力經(jīng)驗(yàn)迅速的辨別力避免錯誤決策重複使用性創(chuàng)新思考力GarryKasparovGarryKasparov與36知識管理嘉言錄WhatisKM?有系統(tǒng)、有組織地善用企業(yè)內(nèi)部知識以提昇績效的方法………..安侯協(xié)和(KPMG)管理顧問公司為了敏銳對應(yīng)外部環(huán)境的改變而從事的資訊蒐集、決定和行動，也是為了因應(yīng)各種不同情勢而實(shí)施的彈性管理等必要措施……..……..勤業(yè)(AA)管理顧問公司讓人可以適時(shí)地存取他們所要的資訊，並且利用該資訊來評估問題和機(jī)會…..………………...微軟公司企業(yè)能否儲存、萃取與傳遞組織知識，並以此作為決策基礎(chǔ)或流程支援的能力.……………….....IDC???知識管理嘉言錄WhatisKM?37WhyKM?不記得過去的人註定會重蹈覆轍……..

DavidA.Garvin資訊爆炸的時(shí)代，過多的資訊反而讓人看不到他要的資訊……………….……..……………PeterF.Drucker好的概念是有待開發(fā)的知識，而知道尊敬這些無形知識，善用這些儲存於員工工作中的知識，而把這些知識透明化的企業(yè)，才是智慧型企業(yè)…...JimBotkin單一、全面性的管理工具比較有助於跨越組織藩籬的知識分享.…..….....ThomasH.Davenport???WhyKM?38Whatisnext?-HowtodoKM?Whatisnext?-39TenAspectsforOrganizationalKnowledgeManagementEstablishaKnowledgeManagementMethodologyDesignateaPointerpersonEmpowerKnowledgeWorkersManageCustomerCentricKnowledgeManageCoreCompetenciesFosterCollaborationandInnovationLearnfromBestPracticesExtendKnowledgeSourcingInterconnectCommunitiesofExpertiseReporttheMeasuredValueofKnowledgeAssetTenAspectsforOrganizational40策略面知識管理的應(yīng)從哪一層面切入(部門/計(jì)畫…)推動執(zhí)行面文件資料與知識物件區(qū)分與整合越有knowledge的人越忙，如何能讓他們把knowledge貢獻(xiàn)出來知識管理的過程中，誰來作品質(zhì)控管如何萃取別人所貢獻(xiàn)知識之菁華管理面如何進(jìn)行知識的分享與社群之推動如何衡量知識管理之績效IT技術(shù)面如何透過單一platform，讓使用者不會作太多重複的事情系統(tǒng)將來的擴(kuò)充性推動知識管理面臨之問題策略面推動知識管理面臨之問題41你想要什麼樣的知識管理系統(tǒng)？文件?知識?搜尋引擎?Portal?你想要什麼樣的知識管理系統(tǒng)？文件?知識?搜尋引擎?Porta42StrategyStrategy43UnderstandingKnowledgeStrategyTierney,(1999)“Acompany’sKMstrategyshouldreflectitscompetitivestrategy.”Withfocusoncreatingvalueforcustomers,turningaprofit,andmanagingpeople.Zack,(1999)“…themostimportantcontextforguidingknowledgemanagementisthefirm’sstrategy.Knowledgeisthefundamentalbasisofcompetition.Competingsuccessfullyonknowledgerequireseitheraligningstrategytowhattheorganizationknows,ordevelopingtheknowledgeandcapabilitiesneededtosupportadesiredstrategy.UnderstandingKnowledgeStrate44TypesofStrategySurvivalvs.Advancement

(vonKrogh,Roos,Slocum,1994)Survival–維持目前的成就水準(zhǔn)，需掌握現(xiàn)有市場與競爭者Advancement

–達(dá)到未來的成就，創(chuàng)造新市場、新技術(shù)，新產(chǎn)品–需要知識創(chuàng)新TypesofStrategy45Market

GrowthCustomer

IntimacyOperational

Effectiveness市場的成長：提升市場佔(zhàn)有率增加市場長處增強(qiáng)配銷網(wǎng)路與客戶形成長期且遠(yuǎn)深的關(guān)係

與客戶的成功一起成長利潤的成長生產(chǎn)力的提昇成本的控制StrategicDriversMarket

GrowthCustomer

Intimacy46Business

StrategyMarketGrowthKnowledge

StrategyOperational

EffectivenessCustomer

IntimacyProductInnovationKnowledgeCreationIntellectualAssetProductSalesTimetoMarketDistributionNetworksPricingStrategyPatent&ProductLeverageProcessInnovationKnowledgeSharingDevelopingLearningCultureBusinessInnovationCustomerKnowledgeIntegrationBrandingKnowledgeProcessstreamliningSupplychainmgtAccounting&FinancingCustomerretentionCustomerproductneedsRevenuegrowthPartnering/AlliancingBusiness

StrategyMarketGrowth47WhatDrivesKnowledgeStrategy?BusinessStrategy具有競爭力的知識為何?關(guān)鍵性的知識缺口為何?ProductInnovation

是否能發(fā)展出獨(dú)一無二的產(chǎn)品?是否可縮短產(chǎn)品發(fā)展的時(shí)程?OrganizationalComplexity

快速與資訊過多的適應(yīng)性?建立一個快速學(xué)習(xí)的組織?CustomersandMarkets深度瞭解客戶的需求

根據(jù)客戶的需求快速提供整體解決方案WhatDrivesKnowledgeStrategy48ManagingKnowledgeStrategyManagingKnowledgeStrategy49Whatdoweknowandwhereisit?Howdoweparticipatewiththisknow-how?Howdowesupportthisknow-how?Whatprocessesleveragethatknow-how?

CollaborativeTechnologyPracticesKnowledgeResourcesCultureandLearningFourEnablingDimensions50WhatdoweknowandwhereisiCollaborativeTechnologyKnowledgeResourcesCoreandcomplementarycompetenciesOrganizationalcapabilitiesStructuredandunstructuredinformationPersonalknowledgeanduniqueskillsCustomerrelationshipsIntellectualpropertyInfrastructureandstandardsystemsGroupwareandemailapplicationsWeb-enabledportalsandInternetapplicationsProcessmanagementsystems

CollaborativeKnowledgeCorea51AManufacturer’sexampleMarketingwritesthewhitepapersEngineeringwritesthespecificationTechnicalPublicationswritesthemanualMarketingCommunicationswritesthebrochureTrainingwritesthecourseEverybodywritesthepresentationsTechnicalsupporttakesthecallsReengineeredprocessesandcreatedanorganizationfocusedoncustomerneeds,including:MarketingSalesSupportTechnicalSupportTechnicalPublicationsTestEngineeringAManufacturer’sexampleMarket52Whatdowewanttocreate?Informationthatis:createdonceandre-usedlocatedinonesourceeasytoaccessviewableinmultiplewaysupdatedsimultaneouslyworldwideaccuratecreatedwithaconsistentprocessWhatdowewanttocreate?Info53NewservicebusinessCreatedaglobalextranettargetingtheautomationsales,marketing&supportchannelBasedonIntellectualAssetsCollectiveKnowledgeKnowledgeManagementAllregisteredusersmaycontributecontent(subjecttoapprovalprocess)Userscommunicatethroughmonitored,onlinediscussionforumstargetingspecificneedsUsersarecontinuallyencouragedtoprovidefeedbackSiteContentNewservicebusinessCreateda54KMNeedstoAddressingthe4Cs...Community--Leveraging

livemedia,drivingrelationships,bringingprofessionalstogetheronlineforevents,distancelearning,sharedexperiences.Commerce--Buildingopportunities,thecentralonlinemarketplacefordigital-mediaequipment.Expandingthisopportunitythroughvendorstorefronts.Context--Enhancing

userexperiencewitheditor