（企业管理）apqc知识管理实施指南.doc

1、【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 have learned about

2、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算Stage 2: Develo

3、p 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. You are looking

4、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 yo

5、ur 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. And if the tas

6、ks 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 business model. From

7、 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益执行他们的行动。KEY ACT

8、IVITIES 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 can now explore

9、 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. 1.形成“特种部队”Base t

10、his 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 initiatives that coul

11、d 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 sponsors with t

12、he 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 authorized by manag

13、ement 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 Initiatives第三时期：设计并启

14、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 one or more of the

15、 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, or some other p

16、ilot 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 strategies for expanding

17、 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 Stage 3 are to c

18、onduct 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 form. This is th

19、e 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。1. Fund the pil

20、ots. 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 having a KM task fo

21、rce 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 community to contribute

22、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. Establish a pr

23、ocess 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 learned. The ove

24、rsight 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享和讨论一些公司案例。为了完成那

25、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 employees will likely r

26、evert 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 continue the KM jo

27、urney. 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 nearing the final

28、 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 of KM. You have

29、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 market an expansio

30、n 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 come through it s

31、uccessfully.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 po

32、int 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 apply the pilot selection criteria for programs in other departments or develop an all-at-once

33、strategy to universally implement KM. Regardless of your approach, provide the appropriate resources, such as a group of core facilitators, CoP leaders, a corporate KM group, or a chief knowledge officer. Make sure the necessary technology is in place and that appropriate user support is available.你

34、能够选择一个新的试点实施方案或者选择一个全公司范畴内的知识治理实施。不论你采纳什么方法，提供一些合适的资源，如一群核心的和谐人员，公司领导，知识治理人员以及知识总监等是专门必要的。确保一些必要的技术和合适的用户处在随时能够运用的位置。Deal with cultural challenges. Deal with language issues; software exists that can automatically translate shared information in global CoPs. You can deal with the silo mentality, for

35、 example, by obtaining active support from senior leadership.解决企业文化方面的挑战。解决语言的咨询题。差不多存在一些软件能够自动的翻译，在公司范畴内传播共享的信息。你能够寻求一些精神支柱，如想方法得到一些高层领导层的全面支持。2. Communicate and market the strategy. Publicize KM initiatives throughout the organization. Some options include incorporating KM training into new-hire o

36、rientation; training managers and quality coordinators; holding an open house, knowledge fair, or regular meetings; or advertising on the intranet or through brochures and pamphlets.2.沟通并推广战略在整个组织宣扬KM工作。例如，为新职员进行知识治理培训；培训经理和同等级的人员；保持一个开放的场所，一个常规的会议； 在内部网进行宣传或者通过小册子进行宣传。3. Manage growth. Control the

37、confusion from the explosion of KM initiatives that normally happens at this stage. A consistent online policy can keep KM resources organized, consistent, and easily accessible. World Bank, for example, has a technology group that spends about 50 percent of its time on technology issues related to

38、KM and managing information on the internal and external Web.3.治理成长在知识治理工作的推广、扩展过程中，操纵纷乱是专门重要的同时也是经常发生的。一个一致的政策能够保证知识治理资源有组织，一致同时容易利用。世界银行，有一个专门的技术小组，花费了50%的时刻在与KM有关的技术上同时治理内部和外部WEB的信息。STAGE 4 SUCCESS第四时期的成功Appoint a central cross-functional KM group to create an expansion strategy, identify require

39、d resources, and alleviate confusion from rapid growth. Resources to successfully support widespread KM initiatives must be conscripted or developed from other units. Communicate the KM strategy using vigorous marketing. 建立跨职能的小组，创建推广策略，发觉资源，减少快速成长的咨询题成功支持KM工作的资源必须从其他单位挖掘交流知识治理策略LOOKING AHEAD 预告To p

40、rogress to Stage 5, several best-practice advanced firms assessed their KM efforts and addressed weaknesses in their KM strategy. Chevron used an internal corporate KM group; World Bank engaged an outside team of KM practitioners; and Xerox embedded KM evaluation into its Xerox Management Model asse

41、ssment process.在第五时期，一些优秀的有体会的公司评定了他们知识治理工作的成果并找出它们自身的弱点。Chevron公司建立了一个内部知识治理小组，世界银行使用了外部的资源；Xerox将KM评估融入了施乐治理模型评估过程。Stage 5: Institutionalize Knowledge Management第五时期：知识治理制度化建设Here it is at last: Stage 5. It*s a destination, a new beginning, a journey of its own. To fulfill the potential of this st

42、age, your company must redefine its strategies, its organizational structure, and its performance assessments. Based on our experiences with guiding the companies who have reached this stage, APQC offers guidance to make this phase of your journey as smooth and productive as possible. We*ll show you

43、 how other companies have successfully navigated this portion of the KM path and help you address the specific needs of your organization.现在我们到了最后一个时期：第五时期。它既是一个终点，也是一个新的开始，更是一个自我完善的过程。要完成这一时期，企业必须重新定义战略、进行组织构架的重组，以及评估所实现的业绩。按照以往指导其他进入这一时期的企业的体会，APQC能够尽可能的关心你们的企业顺利地、高效的完成这一时期的实施。我们将告诉你其他公司是如何成功实施这一时

44、期的，同时关心你定位你们组织的特定需求。If one or more of the following statements is true, you are beginning to integrate KM throughout your organization. KM is on its way to becoming how you do business.如果以下的情形之一是真实的，那么你应该开始在你们整个组织内部整合和推广知识治理，知识治理正一步步的变成业务的一部分。KM is directly linked to your business model. KM initiati

45、ves are widely deployed throughout your organization. All your managers and employees are trained to use your KM technologies. You methodically assess your KM strategy, identify gaps, and outline methods to close the gaps. You have a formal support structure in place to maintain KM. You have rewards

46、 programs in alignment with your KM strategy. Sharing knowledge is now the norm in your organization. 知识治理与你们的业务工作直截了当有关。知识治理的开展差不多深入到你们组织的方方面面。所有的职员和治理人员差不多同意了关于知识治理技术的培训。你差不多系统的评估了你们的知识治理战略，分析了差距所在，差不多找到了核心的方法去解决。你有一个正式的支持机制去运作知识治理。你差不多有一个与你的战略相适合的鼓舞机制。知识共享差不多深入人心。Stage 5 places you among a few se

47、lect companies who have reached this stage of institutionalized KM. APQC can help you through this stage by sharing with you the experiences of companies who have already been there and are now successfully leveraging their KM capabilities. We*ll help you make the most of your opportunities and avoid unnecessary pitfalls.这一时期将使你和一小部分已处在在这一时期差不多将知识治理制度化的公司在一起。通过将那些成功地实施这一时期同时差不多发挥知识治理能力的企业的体会共享，APQC能够关心你顺利地通过这一时期。我们要关心你尽可能的利用机会，幸免不必要的缺失。KEY ACTIVITIES FOR STAGE 5 At Stage 5, your organization is beginning