埃森哲知识管理战略ppt课件

1、2019How do you create a culture for sharing?Which people need to be empowered to contribute the right knowledge?Are priorities aligned with measurements?Are the right processes in place to- capture, refine, and create knowledge- disseminate, share, and apply knowledge to deliver business value?What

2、tools are currently in place?What tools are needed to enable the environment?How do you fill the gap?Which factors are critical for my business that can be addressed by Knowledge Management?Which knowledge adds the most value?What are the highest priority initiatives?StrategyTechnologyPeopleProcessA

3、ccenture, 2019CollaborationExternalizationCombinationInternalization2134Nonaka, I. And H. Takeuchi, The Knowledge-Creating Company. New York: Oxford Univ. Press, 2019.MessagingPeer-2-PeereTeamSpaces/ eConferencingDiscussion ForumsContent ManagementKnowledgebasesWorkflowPortalseLearningSearchingPerso

4、nalizationPush/ProfilesKnowledge MappingData MiningSynthesized KnowledgeTransaction ModelExpert ModelIntegration ModelNetwork Model Systematic, repeatable work Highly reliant on formal processes, methodologies, or standards Dependent on tight integration across functional boundaries Routine work Hig

5、hly reliant on formal procedures and training Dependent on individual workers and enforcement of strict rules Improvisational work Highly reliant on deep expertise across multiple functions Dependent on ability to build high commitment, flexible teams Judgment-oriented work Highly reliant on individ

6、ual expertise and experience Dependent on star performers - characterized by star culturesRoutineInterpretation / JudgmentComplexity of WorkLevel of InterdependenceCollaborationIndividual ActorsKnowledge workers*A one size fits all approach to developing a knowledge management system will not workAc

7、centure, 2019ProcessesTools/ServicesKnowledge Environment ArchitectureInfrastructureGlobal WANOffice PlatformDocument ManagementMessagingInternetDatabase PlatformContentRoles Search Profile Link Management Knowledge Mining Visual Controls Portal Abstractors Routing/Workflow Collaboration Contribute

8、Access Control Creation Feedback Community Management Archive/Delete Activity Monitoring Aging Community Member Expert Content Manager Knowledge Technologist Knowledge Sponsor Knowledge Integrator Synthesize Validate ValuationLAN Translators Security AlertsInformation InterfacesCommunication & C

9、ollaboration Knowledge Maps Directories Attachments Internal/External Info Knowledge BasesChange Enablement Program ManagementDevelopmentOperation/ Administration Synthesized Knowledge Discussions Community/Home PagesBest PracticesCustomer ManagementResearch &DevelopmentIndividual & Organiza

10、tional LearningApplicationsExecutive sponsorship will be essential to establishing this knowledge sharing environment. The cultural changes necessary to shift to a sharing environment must be actively supported and fostered throughout the organization by executive team.NavigationEnablementBusinessOw

11、ner-shipExecutiveLeadershipUsers understanding and commitment to use the knowledge environment. A critical mass of users who are willing to share, contribute, and use what is available must be established for the potential of the environment to be realized.Technical infrastructure must support shari

12、ng from both a cost and architectural standpoint.Ongoing training and support will be necessary to both establish the critical mass of users and to ensure the continued understanding and effective use of the environment as it evolves.Motivation and reward systems will need to be created to inspire people to contribute to and use the knowledge environment.Integration of sharing into normal activities so it doesnt appear as a burden, but rather as an enabler.Detailed Planning that incorporates activities, schedules, milestones,