知识管理之策略与方法课件

Dr.Kuan-TsaeHuangChairman,TASKCOe-BusinessCorporation

知識管理之策略與方法Dr.Kuan-TsaeHuang知識管理之策略與方法KM的2W,1H:What,Why,How 企業知識管理方向

推動知識管理面臨之問題知識管理策略面了解知識管理策略

Survival生存vsAdvancement創新驅動知識管理策略管理知識策略知識管理解決方案及方法論

競爭力

智慧財產

流程 OverviewOverview22W,1HofKM2W,1HofKM3GarryKasparovGarryKasparov與DeepBlue之間的不同點…….他的直覺、判斷、經驗“今天我感覺到一種新智慧的誕生"知識的產生包括判斷力經驗迅速的辨別力避免錯誤決策重複使用性創新思考力GarryKasparovGarryKasparov與4知識管理嘉言錄WhatisKM?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.……………….....IDC‧‧‧知識管理嘉言錄WhatisKM?5WhyKM?不記得過去的人註定會重蹈覆轍……..

DavidA.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……………….……..……………PeterF.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…...JimBotkin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.…..….....ThomasH.Davenport‧‧‧WhyKM?6Whatisnext?-HowtodoKM?Whatisnext?-7TenAspectsforOrganizationalKnowledgeManagementEstablishaKnowledgeManagementMethodologyDesignateaPointerpersonEmpowerKnowledgeWorkersManageCustomerCentricKnowledgeManageCoreCompetenciesFosterCollaborationandInnovationLearnfromBestPracticesExtendKnowledgeSourcingInterconnectCommunitiesofExpertiseReporttheMeasuredValueofKnowledgeAssetTenAspectsforOrganizational8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策略面推動知識管理面臨之問題9你想要什麼樣的知識管理系統？文件?知識?搜尋引擎?Portal?你想要什麼樣的知識管理系統？文件?知識?搜尋引擎?Porta10StrategyStrategy11UnderstandingKnowledgeStrategyTierney,(1999)“Acompany’sKMstrategyshouldreflectitscompetitivestrategy.”Withfocusoncreatingvalueforcustomers,turningaprofit,andmanagingpeople.Zack,(1999)“…themostimportantcontextforguidingknowledgemanagementisthefirm’sstrategy.Knowledgeisthefundamentalbasisofcompetition.Competingsuccessfullyonknowledgerequireseitheraligningstrategytowhattheorganizationknows,ordevelopingtheknowledgeandcapabilitiesneededtosupportadesiredstrategy.UnderstandingKnowledgeStrate12TypesofStrategySurvivalvs.Advancement

(vonKrogh,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TypesofStrategy13Market

GrowthCustomer

IntimacyOperational

Effectiveness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StrategicDriversMarket

GrowthCustomer

Intimacy14Business

StrategyMarketGrowthKnowledge

StrategyOperational

EffectivenessCustomer

IntimacyProductInnovationKnowledgeCreationIntellectualAssetProductSalesTimetoMarketDistributionNetworksPricingStrategyPatent&ProductLeverageProcessInnovationKnowledgeSharingDevelopingLearningCultureBusinessInnovationCustomerKnowledgeIntegrationBrandingKnowledgeProcessstreamliningSupplychainmgtAccounting&FinancingCustomerretentionCustomerproductneedsRevenuegrowthPartnering/AlliancingBusiness

StrategyMarketGrowth15WhatDrivesKnowledgeStrategy?BusinessStrategy具有競爭力的知識為何?關鍵性的知識缺口為何?ProductInnovation

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?OrganizationalComplexity

快速與資訊過多的適應性?建立一個快速學習的組織?CustomersandMarkets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WhatDrivesKnowledgeStrategy16ManagingKnowledgeStrategyManagingKnowledgeStrategy17Whatdoweknowandwhereisit?Howdoweparticipatewiththisknow-how?Howdowesupportthisknow-how?Whatprocessesleveragethatknow-how?

CollaborativeTechnologyPracticesKnowledgeResourcesCultureandLearningFourEnablingDimensions18WhatdoweknowandwhereisiCollaborativeTechnologyKnowledgeResourcesCoreandcomplementarycompetenciesOrganizationalcapabilitiesStructuredandunstructuredinformationPersonalknowledgeanduniqueskillsCustomerrelationshipsIntellectualpropertyInfrastructureandstandardsystemsGroupwareandemailapplicationsWeb-enabledportalsandInternetapplicationsProcessmanagementsystems

CollaborativeKnowledgeCorea19AManufacturer’sexampleMarketingwritesthewhitepapersEngineeringwritesthespecificationTechnicalPublicationswritesthemanualMarketingCommunicationswritesthebrochureTrainingwritesthecourseEverybodywritesthepresentationsTechnicalsupporttakesthecallsReengineeredprocessesandcreatedanorganizationfocusedoncustomerneeds,including:MarketingSalesSupportTechnicalSupportTechnicalPublicationsTestEngineeringAManufacturer’sexampleMarket20Whatdowewanttocreate?Informationthatis:createdonceandre-usedlocatedinonesourceeasytoaccessviewableinmultiplewaysupdatedsimultaneouslyworldwideaccuratecreatedwithaconsistentprocessWhatdowewanttocreate?Info21NewservicebusinessCreatedaglobalextranettargetingtheautomationsales,marketing&supportchannelBasedonIntellectualAssetsCollectiveKnowledgeKnowledgeManagementAllregisteredusersmaycontributecontent(subjecttoapprovalprocess)Userscommunicatethroughmonitored,onlinediscussionforumstargetingspecificneedsUsersarecontinuallyencouragedtoprovidefeedbackSiteContentNewservicebusinessCreateda22KMNeedstoAddressingthe4Cs...Community--Leveraging

livemedia,drivingrelationships,bringingprofessionalstogetheronlineforevents,distancelearning,sharedexperiences.Commerce--Buildingopportunities,thecentralonlinemarketplacefordigital-mediaequipment.Expandingthisopportunitythroughvendorstorefronts.Context--Enhancing

userexperiencewitheditorialexpertiseandahighlyinteractive,logicalenvironment.Embracingconceptof“survivaloftheeasiest.”Content--Bringing

togetherallourcollectivecompanyassets,ourowneditorialstaffandotherthird-partyrelationships.Redefiningcontenttoincludeproducts--strikingalliances.KMNeedstoAddressingthe4Cs23CompetencyCompetency24Knowledgecanbebestoptimizedthroughafocusoncompetencies.TheyarestrategicunitsallowafirmtocompeteonKnowledge.TechnologyKnowledgePeopleCompetency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強化知識提昇競爭力Knowledgecanbebestoptimize25ExamplesofCompetency-basedbusinessarchitecturesExamplesofCompetency-basedb26IntellectualAssetsIntellectualAssets27

TypesofIntellectualAssetsAssetcontinuumsofthardknowledgeexperiencesartifactscodemethodstoolsCaptureanduseof"Soft"assetsareessentialtobecomingalearningorganization "Hard"assetsrequiregreaterdisciplinetoharvest,generalizeandpackageforuseTypesofIntellectualAssetsA28FlowFlow29Acquire取得Evolve拓展使用Use出版PublishValue審查建構StructureCommunity社群AcquireEvolve使用出版Value建構Struct30創意推動成長“智慧資產”是產業成長的必要因素,並且產業的競爭力和市場導向的科技創新是相關聯的產業必須在令人競爭而且快速成長的浪潮中,向最大利潤的趨勢邁進以及在全球貿易市場擁有自己的地位產業機構必須有能力參與發展,而且可以提供促進二十一世紀經濟成長的智慧資產和知識服務創意推動成長“智慧資產”是產業成長的必要因素,並且產業的31ThankYouThankYou32Dr.Kuan-TsaeHuangChairman,TASKCOe-BusinessCorporation

知識管理之策略與方法Dr.Kuan-TsaeHuang知識管理之策略與方法KM的2W,1H:What,Why,How 企業知識管理方向

推動知識管理面臨之問題知識管理策略面了解知識管理策略

Survival生存vsAdvancement創新驅動知識管理策略管理知識策略知識管理解決方案及方法論

競爭力

智慧財產

流程 OverviewOverview342W,1HofKM2W,1HofKM35GarryKasparovGarryKasparov與DeepBlue之間的不同點…….他的直覺、判斷、經驗“今天我感覺到一種新智慧的誕生"知識的產生包括判斷力經驗迅速的辨別力避免錯誤決策重複使用性創新思考力GarryKasparovGarryKasparov與36知識管理嘉言錄WhatisKM?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.……………….....IDC‧‧‧知識管理嘉言錄WhatisKM?37WhyKM?不記得過去的人註定會重蹈覆轍……..

DavidA.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……………….……..……………PeterF.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…...JimBotkin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.…..….....ThomasH.Davenport‧‧‧WhyKM?38Whatisnext?-HowtodoKM?Whatisnext?-39TenAspectsforOrganizationalKnowledgeManagementEstablishaKnowledgeManagementMethodologyDesignateaPointerpersonEmpowerKnowledgeWorkersManageCustomerCentricKnowledgeManageCoreCompetenciesFosterCollaborationandInnovationLearnfromBestPracticesExtendKnowledgeSourcingInterconnectCommunitiesofExpertiseReporttheMeasuredValueofKnowledgeAssetTenAspectsforOrganizational40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策略面推動知識管理面臨之問題41你想要什麼樣的知識管理系統？文件?知識?搜尋引擎?Portal?你想要什麼樣的知識管理系統？文件?知識?搜尋引擎?Porta42StrategyStrategy43UnderstandingKnowledgeStrategyTierney,(1999)“Acompany’sKMstrategyshouldreflectitscompetitivestrategy.”Withfocusoncreatingvalueforcustomers,turningaprofit,andmanagingpeople.Zack,(1999)“…themostimportantcontextforguidingknowledgemanagementisthefirm’sstrategy.Knowledgeisthefundamentalbasisofcompetition.Competingsuccessfullyonknowledgerequireseitheraligningstrategytowhattheorganizationknows,ordevelopingtheknowledgeandcapabilitiesneededtosupportadesiredstrategy.UnderstandingKnowledgeStrate44TypesofStrategySurvivalvs.Advancement

(vonKrogh,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TypesofStrategy45Market

GrowthCustomer

IntimacyOperational

Effectiveness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StrategicDriversMarket

GrowthCustomer

Intimacy46Business

StrategyMarketGrowthKnowledge

StrategyOperational

EffectivenessCustomer

IntimacyProductInnovationKnowledgeCreationIntellectualAssetProductSalesTimetoMarketDistributionNetworksPricingStrategyPatent&ProductLeverageProcessInnovationKnowledgeSharingDevelopingLearningCultureBusinessInnovationCustomerKnowledgeIntegrationBrandingKnowledgeProcessstreamliningSupplychainmgtAccounting&FinancingCustomerretentionCustomerproductneedsRevenuegrowthPartnering/AlliancingBusiness

StrategyMarketGrowth47WhatDrivesKnowledgeStrategy?BusinessStrategy具有競爭力的知識為何?關鍵性的知識缺口為何?ProductInnovation

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?OrganizationalComplexity

快速與資訊過多的適應性?建立一個快速學習的組織?CustomersandMarkets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WhatDrivesKnowledgeStrategy48ManagingKnowledgeStrategyManagingKnowledgeStrategy49Whatdoweknowandwhereisit?Howdoweparticipatewiththisknow-how?Howdowesupportthisknow-how?Whatprocessesleveragethatknow-how?

CollaborativeTechnologyPracticesKnowledgeResourcesCultureandLearningFourEnablingDimensions50WhatdoweknowandwhereisiCollaborativeTechnologyKnowledgeResourcesCoreandcomplementarycompetenciesOrganizationalcapabilitiesStructuredandunstructuredinformationPersonalknowledgeanduniqueskillsCustomerrelationshipsIntellectualpropertyInfrastructureandstandardsystemsGroupwareandemailapplicationsWeb-enabledportalsandInternetapplicationsProcessmanagementsystems

CollaborativeKnowledgeCorea51AManufacturer’sexampleMarketingwritesthewhitepapersEngineeringwritesthespecificationTechnicalPublicationswritesthemanualMarketingCommunicationswritesthebrochureTrainingwritesthecourseEverybodywritesthepresentationsTechnicalsupporttakesthecallsReengineeredprocessesandcreatedanorganizationfocusedoncustomerneeds,including:MarketingSalesSupportTechnicalSupportTechnicalPublicationsTestEngineeringAManufacturer’sexampleMarket52Whatdowewanttocreate?Informationthatis:createdonceandre-usedlocatedinonesourceeasytoaccessviewableinmultiplewaysupdatedsimultaneouslyworldwideaccuratecreatedwithaconsistentprocessWhatdowewanttocreate?Info53NewservicebusinessCreatedaglobalextranettargetingtheautomationsales,marketing&supportchannelBasedonIntellectualAssetsCollectiveKnowledgeKnowledgeManagementAllregisteredusersmaycontributecontent(subjecttoapprovalprocess)Userscommunicatethroughmonitored,onlinediscussionforumstargetingspecificneedsUsersarecontinuallyencouragedtoprovidefeedbackSiteContentNewservicebusinessCreateda54KMNeedstoAddressingthe4Cs...Community--Leveraging

livemedia,drivingrelationships,bringingprofessionalstogetheronlineforevents,distancelearning,sharedexperiences.Commerce--Buildingopportunities,thecentralonlinemarketplacefordigital-mediaequipment.Expandingthisopportunitythroughvendorstorefronts.Context--Enhancing

userexperiencewitheditor