知识管理之策略与方法浅谈

1、1C 精品资料网精品资料网Dr. Kuan-Tsae HuangChairman, TASKCO e-Business Chairman, TASKCO e-Business CorporationCorporation 知識管理之策略與方法知識管理之策略與方法2CopyrightKM的的2W, 1H: What, Why, How企業知識管理方向企業知識管理方向推動知識管理面臨之問題推動知識管理面臨之問題知識管理策略面知識管理策略面 了解知識管理策略了解知識管理策略Survival生存生存 vs Advancement創新創新 驅動知識管理策略驅動知識管理策略 管理知識策略管理知識策略知識管

2、理解決方案及方法論知識管理解決方案及方法論競爭力競爭力智慧財產智慧財產流程流程Overview3Copyright2W,1H of KM4CopyrightGarry KasparovGarry Kasparov與與 Deep Blue之間的不之間的不同點同點.他的直覺他的直覺、 判斷判斷、經驗經驗“今天我感覺到一種新智慧的誕生今天我感覺到一種新智慧的誕生知識的產生包括知識的產生包括l判斷力l經驗l迅速的辨別力l避免錯誤決策l重複使用性l創新思考力5Copyright知識管理嘉言錄知識管理嘉言錄qWhat is KM?有系統、有組織地善用企業內部知識以提昇績效的方法.安侯協和(KPMG)管理顧

3、問公司為了敏銳對應外部環境的改變而從事的資訊蒐集、決定和行動，也是為了因應各種不同情勢而實施的彈性管理等必要措施.勤業(AA)管理顧問公司讓人可以適時地存取他們所要的資訊，並且利用該資訊來評估問題和機會.微軟公司企業能否儲存、萃取與傳遞組織知識，並以此作為決策基礎或流程支援的能力. .IDC6CopyrightqWhy KM?不記得過去的人註定會重蹈覆轍. David A. Garvin資訊爆炸的時代，過多的資訊反而讓人看不到他要的資訊.Peter F. Drucker好的概念是有待開發的知識，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，才是智慧型企業.J

4、im Botkin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. .Thomas H. Davenport7CopyrightWhat is next?-How to do KM?8CopyrightTen Aspects for Organizational Knowledge ManagementlEstablish a Knowledge Management MethodologylDesignate a PointerpersonlEmpower Knowledge WorkerslManage Customer Centric KnowledgelManage Core

5、CompetencieslFoster Collaboration and InnovationlLearn from Best PracticeslExtend Knowledge SourcinglInterconnect Communities of ExpertiselReport the Measured Value of Knowledge Asset9Copyright策略面知識管理的應從哪一層面切入(部門/計畫)推動執行面文件資料與知識物件區分與整合越有knowledge的人越忙，如何能讓他們把knowledge貢獻出來知識管理的過程中，誰來作品質控管如何萃取別人所貢獻知識之菁

6、華管理面如何進行知識的分享與社群之推動如何衡量知識管理之績效IT技術面如何透過單一platform，讓使用者不會作太多重複的事情系統將來的擴充性推動知識管理面臨之問題推動知識管理面臨之問題10Copyright你想要什麼樣的知識管理系統？文件?知識?搜尋引擎?Portal?11CopyrightStrategy12CopyrightUnderstanding Knowledge Strategy Tierney, (1999) “A companys KM strategy should reflect its competitive strategy.” With focus on crea

7、ting value for customers, turning a profit, and managing people. Zack, (1999) “ the most important context for guiding knowledge management is the firms strategy. Knowledge is the fundamental basis of competition. Competing successfully on knowledge requires either aligning strategy to what the orga

8、nization knows, or developing the knowledge and capabilities needed to support a desired strategy.13CopyrightTypes of StrategySurvival vs. Advancement (von Krogh, Roos, Slocum, 1994) Survival 維持目前的成就水準，需掌握現有市場與競爭者 Advancement 達到未來的成就，創造新市場、新技術，新產品 需要知識創新14CopyrightMarketGrowthCustomerIntimacyOperati

9、onalEffectiveness市場的成長：提升市場佔有率增加市場長處增強配銷網路與客戶形成長期且遠深的關係 與客戶的成功一起成長利潤的成長生產力的提昇成本的控制qStrategic Drivers15CopyrightBusinessStrategyMarket Growth KnowledgeStrategyOperationalEffectivenessCustomerIntimacyProduct InnovationKnowledge CreationIntellectual AssetProduct SalesTime to MarketDistribution Networks

10、Pricing StrategyPatent & Product LeverageProcess InnovationKnowledge Sharing Developing Learning CultureBusiness InnovationCustomer Knowledge IntegrationBranding KnowledgeProcess streamliningSupply chain mgtAccounting & FinancingCustomer retentionCustomer product needsRevenue growthPartnerin

11、g / Alliancing16CopyrightqWhat Drives Knowledge Strategy?Business Strategy具有競爭力的知識為何?關鍵性的知識缺口為何?Product Innovation 是否能發展出獨一無二的產品?是否可縮短產品發展的時程?Organizational Complexity 快速與資訊過多的適應性?建立一個快速學習的組織?Customers and Markets深度瞭解客戶的需求 根據客戶的需求快速提供整體解決方案17CopyrightManaging Knowledge Strategy18CopyrightWhat do we

12、know and where is it ?How do we participate with this know-how?How do we support this know-how?What processes leverage that know-how? Collaborative TechnologyPracticesKnowledge ResourcesCulture andLearningqFour Enabling Dimensions1819CopyrightCollaborative TechnologyKnowledge ResourcesCore and compl

13、ementary competenciesOrganizational capabilitiesStructured and unstructured informationPersonal knowledge and unique skillsCustomer relationshipsIntellectual propertyInfrastructure and standard systemsGroupware and email applicationsWeb-enabled portals and Internet applicationsProcess management sys

14、tems 20CopyrightA Manufacturers exampleMarketing writes the white papersEngineering writes the specificationTechnical Publications writes the manualMarketing Communications writes the brochureTraining writes the courseEverybody writes the presentationsTechnical support takes the callsReengineered pr

15、ocesses and created an organization focused on customer needs, including:MarketingSales SupportTechnical SupportTechnical PublicationsTest Engineering21CopyrightWhat do we want to create?Information that is: created once and re-used located in one source easy to access viewable in multiple ways upda

16、ted simultaneously worldwide accurate created with a consistent process22CopyrightNew service businessCreated a global extranet targeting the automation sales, marketing & support channel Based on Intellectual Assets Collective Knowledge Knowledge ManagementAll registered users may contribute co

17、ntent (subject to approval process)Users communicate through monitored, online discussion forums targeting specific needsUsers are continually encouraged to provide feedback Site Content23CopyrightKM Needs to Addressing the 4Cs.Community - Leveraging live media, driving relationships, bringing profe

18、ssionals together online for events, distance learning, shared experiences.Commerce - Building opportunities, the central online marketplace for digital-media equipment. Expanding this opportunity through vendor storefronts.Context - Enhancing user experience with editorial expertise and a highly in

19、teractive, logical environment. Embracing concept of “survival of the easiest.”Content - Bringing together all our collective company assets, our own editorial staff and other third-party relationships. Redefining content to include products - striking alliances.24CopyrightCompetency25CopyrightKnowl

20、edge can be best optimized through a focus on competencies. They are strategic units allow a firm to compete on Knowledge. Technology KnowledgePeopleCompetency由一群相同興趣、技術、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行意見交換與整合目標以客戶需求為導向，結合並擴張現存知識的能力，以在最短時間内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出來專注專注強化知識強化知識提昇提昇競爭力競爭力26C

21、opyrightExamples of Competency-based business architecturesMarketDynamicsProductionFacilitiesVendorRelationshipCompetencyNikeRapid ChangeNoneSuppliersResearch, Design & MarketingHigh-Tech, Athletic Footwear ReebokRapid ChangeNoneSuppliersDesign & Marketing Womens Fitness Footwear Charles Sch

22、wabRapid ChangeNonePartnersHigh-Value, low cost service provider in Fin. Svcs. Ind.DellRapid Change; Mass CustomizeAssembleSuppliersModular component electronicsHondaFundamental ShiftKey Engine Components OnlySuppliersSmall Engine TechnologyCanonGrowthAssembleSuppliersOpto-Electronics & ImagingSonyDynamicAssembleSuppliersMiniaturization; Psycho-GraphicsIkeaMature with unmet needLimitedSuppliers wi