APQC知识管理实施指南

1、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 ihe 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 KM th

2、rough participalion 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摇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: Develop S

3、trategy第二时期：开发战略If one or more of the following statements is true, welcome to Stage 2.假如下而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 sup ports further cxplo ration of KM.You are looking fo

4、r successful, inicnial grassroots efforts already under wayYour IT organization is interested in actively suppo rting 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 your or

5、ganization. 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 slop. And if the tasks me

6、ntioned 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 pilols. The overall objective of Stage 2 is to formulate a KM strategy that fits the business model. From ther

7、e, business op portunities are identified and initialized as pilot initiatives. A task force takes charge of lhese activities on behalf of the organization.假如大部分的回答是”我期望”，你不需要停下来。假如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 ACTI

8、VITIES FOR STAGE 2At 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 exp loration of business potential With (he sup port of an executive spo nsor. 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 opporlunilies 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。那个团队的成员将査找试点的机会，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il 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 n

13、ianagemeni 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 haw 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。 其他的资源比如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

14、期：设计并启动KM工作Y6u*ve already come a long way. You*ve formed a task force, identified and designed a pHol. and located resources. Now you*re approaching Stage 3. that exciting poini 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il了试点，确左了资源。 现在你正在泄近第三时期.If one or more

15、of the following statements is true, you are at the midway point of your journey Welcome to Stage 3.假如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 ot

16、her 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 nia pped out strategies for expand

17、ing your p ilot 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 E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

18、 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 lake definite form This is

19、 the time to harness (he 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/共亭和使用知识和信息的好处差不多专门明显0是时候将前两个时期 悬而未决的任务详细化了，比如一份正式的预算。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01. Fund th

20、e pilotsAssign 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

21、 force to provide supervision and support for the reallocation of organizational resources.b形成试点形成一个小组，比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。毎一个成 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. Devdo p methodologies that can be rep Heated.Avoid building knowledge collections without an active community to contribut

22、e to the effort. Combine knowledge providers and knowledge users in a seamless community of practilioners. Allow these active communilies to form voluntarily from natural groupings that span boundaries: encourage participadon with face-to-face networking and community-driven Web sites. Establish a p

23、rocess 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 考结合起来。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。鼓舞而对面的 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

24、 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宇和讨论一些公司案例。为了

25、完成另个至关重要的步骤，能够回答以下咨询题:那个试点什么缘故会成功?结果是否值得推广?LOOKING AHEAD预告After your comp any 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 like

26、ly revert to prior behavior.在公司评楚试点工作之后，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，以防止职员由于适应返回往常的工 作方式。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 h*s a destination, a new beginning, a journey of its own. To fulfill the potential of this stage, y

27、our company must redefine its strategies, its organizational structure, and its performance assessmenis. Based on our experiences with guiding the com panics who have reached this stage. APQC offers guidance to make this pbase of your journey as smooth and p roductive as possible. We*ll show you how

28、 other com panics 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。依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

29、时期的，同时关心你企位你们组织的特定需求。If one or more of the following statements is true, you are beginning lo integrate KM throughout your organization. KM is on its way to becoming how you do business.假如以下的情形之一是貞实的，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 initia

30、tives 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 lhe gaps.You have a formal sup port structure in place lo maintain KMYou have rewards p

31、rograms 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相关。知识治理的开展差不多深入到你们组织的方方而而。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壇训。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0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 select

32、 com panics who have reached this stage of institutionalized KM. APQC can help you through this stage by sharing with you the experiences of com panics who have already been there and are now successfully leveraging ihcir KM capabilities. We*ll help you make the most of your opportunities and avoid

33、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 5At Stage 5, your organization is beguming to understand that KM is a business strategynot just a databaseond needs to be an integral p

34、art of your business model KM at this point becomes a necessary organizational competency with unlimited potential to benefit every unit of your organization.第5时期的要紧实施手段在第5时期，你们的组织开始意识到知识治理是一种企业运作的战略（并不只是一个数据 库），而且有必要成为一个综合的企业运作机制的一部分。知识治理变成了一种必要的核心 竞争力，将具有无限的使企业每一个职员受益的潜在能力。1. Embed KM in the busin

35、ess model.This slcp is necessary to obtain CEO and senior executive sup port. You can accomplish this step by including KM in your mission statement, management model, or assessment process. Expect financial p ressure to increase at this stage, and early barriers, such as functional silos, to disap

36、pear.1.将知识治理融入业务运作机制。这一时期需要获得CEO和英他高层的支持0你能够通过将知识治理融入业务目标，治理 模式，或者评估程序来实现这一时期。估量在这一时期，财务压力将会上升，而初期的障碍, 如功能性障碍，将会消逝02. Realign the organization*s structure and budget.Reorganize budget and departmental rcsponsibilHies to accommodate the wide depIoyment of KM as a business strategy. World Bank, for ex

37、am pie. shifted KM Icadcrslii p to op eraiions from the chief informalion officer as KM evolved from a database to an all-encompassing strategy The budget increased from $13 million to S57 million in two years and included a formal consolidation of budgets from activities that had been contributing

38、to KM You will find at this stage that organizational structure will, to some extent, naturally evolve to belter fit this new way of working.2.重新设计组织构架和预算重组预算和部门职能来适应广泛实施知识治理的企业运作战略。例如，世界银行将知识治 理的领导权从公司信息总监转務到营运总监，目的是为了将知识治理从数据库治理的层次上 升到全局性的战略。在两年时刻内知识治理实施预算也从1300万美元上升到5700万美元, 同时将那些对KM有一左奉献的活动预算整合在

39、一起。在这一时期你会发觉组织构架在某 种程度上会自然的适应这种新的工作方式。3. Monitor the health of KM.Take the pulse of KM iniliatives regularly. You can employ an external evaluation pand conduct internal maturity evaluations, or include KM feedback on employee surveys.3.监督KM的正常运行定期的对知识治理的开展进行监督。你能够请外部的评估小组来指导内部知识治理成熟度 的评估工作，或者你能够对职员

40、进行知识治理的调査。4. Align perfounance evaluation and rewards with KM strategy*Since performance appraisals are the basis for promotion and pay. including KM standards with reviews sends a dramatic message about its role. Institute recognition awards programs for people who exempHfy the ideals of your KM strategy.4. 将公司的业绩考核和鼓舞机制和KM战略结合