KM知识管理-知识管理的未来英文版-课件.ppt

1、1Dr.Charles M.SavageKnowledge Era Enterprises,Inc.Cable&Wireless OptusMelbourne,October 28,1999 AgriculturalIndustrialKnowledgemSharing of logsmSuperstition:Unlucky to go out twice with the same crewmKnown split of profits from the trip Person APerson BLaborHandsKnowledgeHeadsCapital:Money&MachinesL

2、and&ResourcesLaborHandsKnowledgeHeadsCapital:Money&MachinesLand&ResourcesLaborHandsKnowledgeHeadsCapital:Money&MachinesLand&ResourcesLaborHandsKnowledgeHeadsCapital:Money&MachinesLand&ResourcesLaborHandsKnowledgeHeadsCapital:Money&MachinesLand&ResourcesEconomy ofScarcityEconomy ofAbundanceDynamicSta

3、bleComplexSimplePace of ChangeKnowledge RequirementsNolan&Norton,1988What investments in our customers bring them excellentresults?How can we better organize our knowledge?How do we leverage the valueof our customers knowledge?How can we use ours and ourcustomers knowledge moreeffectively?Innovating

4、 with our customers!Inventory Turns =Cost of Goods Sold for YearAverage Inventory for YearKnowledge Turns =Ability to Build Upon others Capabilities*Level of Distrust*Others Capabilities =Individuals,Functions,Lines of Business(LOBs),Suppliers,Customers and Customers Customers0.1 0.5 1 5 10Finding F

5、aults Finding Strengths Trust Distrust =Individuals:Functions/Departments:Lines ofBusiness:=Suppliers/Partners:Customers:CustomersCustomers:50.5100 01 12 23 34 45 56 67 78 8Indi vi dualIndi vi dualFuncti onFuncti onLO BLO BSuppl i erSuppl i erC ustom erC ustom erC of CC of C 0 0101020203030404050506

6、060707080809090100100Indi vi dualIndi vi dualFuncti onFuncti onLO BLO BSuppl i erSuppl i erC ustom erC ustom erC of CC of CPossi bl ePossi bl e mI find little trust in the organizationmOthers are always looking for my weaknesses mMy intellect&emotions are not valued mRelationships are not importantm

7、Values(trust)are keymI must discover others capabilities&aspira-tions to build uponmWe excel in teaming our competencies to seize opportunitiesmLearning enhances earningsTangible AssetsVisible FinanceCashARPPEExternalInternalPersonalCompetenceShort-term DebtLoansStock EquityInvisible EquityObligatio

8、nKarl-Erik SveibyFinancial FocusProcessFocusCustomerFocusHuman FocusRenewal&Development FocusFinancialCapitalHumanCapitalCustomerCapitalInnovationCapitalProcessCapitalOrganizationCapitalStructuralCapitalIntellectualCapitalMarket ValueABCCulture of MistrustCulture of DevaluingSupplierCompanyCustomerC

9、ustomersCustomersSupplierCompanyCustomersProblems&NeedsAspirations&OpportunitiesSupplierCompanyCustomersCustomersCustomersNeedsAspirationsTransactionsOpportunitiesSupplierCompanyCustomersCustomersCustomersCompanyCustomersSuppliers/PartnersCustomers CustomersSkandiaEnd UsersFunds ManagersBrokersWhole

10、saleAnnuitiesManageFundsSellAnnuitiesInvest inFutureSelectEventsUncertainFutureStudy84SkandiaEnd UsersFunds ManagersBrokers240085,0001.5 Million“x”TransactionsProduct SolutionsBusiness SolutionsMass CustomizationPartneringDynamic Teaming,Virtual Enterprising&Knowledge NetworkingStructuralCapitalHuma

11、n CapitalCustomer/SupplierCapitalDynamicStableComplexSimplePace of ChangeKnowledge RequirementsNolan&Norton,1988 Your Company in 2001?+/“X“ProcessesFinance Learning CustomersImaginativeSystemic(Context Giving)OperationalInterpersonalInter-Organiza-tionalValues Subtracting ValueIndustrial EraDivision

12、&Subdivsion of LaborDistrust&DevaluingFollow InstructionsSWOTProcessesFinance Learning CustomersImaginativeSystemic(Context Giving)Values Multiplying ValueKnowledge EraOperationalInterpersonalInter-Organiza-tionalBenchmarking&BenchbreakingDialoguing&Innovating withCustomersTeaming&AlliancingRedefing

13、 Rules&Seizing OpportunitiesIntelligence and knowledge with unique insights your competitor cant envisionInnovative products with superlative value your competitor cant createInnovative processes with extraordinary speed and efficiency your competitor cant matchHigh integrity relationships with supe

14、rior collaboration and loyalty your competitor cant achieveGlobal Creativity1.Build upon energy&strengths through a culture of trust(Clear Values and Guiding Principles)2.Seize opportunities through strategic dialogue with suppliers&customers(Dynamic Teaming)3.Team capabilities and aspirations to grow revenue(Create Self-Teaming Knowledge Era Enterprising Culture)4.Supported by dynamic“Communities of Leaders”5.And leverage the power of the WebThe Key:The Culture of Values&Valuing makes Dynamic Teaming PossibleWeb:kee-