知识管理诊断项目

KnowledgeManagementDiagnosingProject

KMBlueprintandRoadmapAugust18,2011Objectivefortoday’smeeting2TodayShareSCKMblueprintdesignShareSCKMroadmapAction!Previous6weeksSharedKMconceptwithSCinkick-offmeetingDiagnosedSCKMAs-IsandidentifiedkeyareasforimprovementProvidedKMbestpracticesConstructedSCKMblueprintDevelopedSCKMimprovementroadmapBasedonourprojectworkplan,today,weareclosingthediagnosingproject33KeyTasksWeek1Week2Week3Week4Week5Week6071107120713071407150718071907200721072207250726072707280729080108020803080408050808080908100811081208150816081708180819Stage1:Preparation

UnderstandSCKMprojectcontextandcollectinformationandmaterials

Clarifyspecificworkscope,workplananddeliverables,andconfirmwithSC

Clarifyspecificinvestigationmethods,coverageandconfirmwithSC

Developinterviewquestionnaireandonlinesurvey,andconfirmwithSC

Confirmintervieweelistandtimearrangement

Prepareforkick-offmeeting

Stage2：SCKMAs-IsDiagnosis

Kick-offmeetingStudySCKMrelatedmaterialsanddocumentstounderstandcurrentKMstates

Interviewkeypersonnelandconductonlinesurveyforallemployees

Analyzeinformationcollected,andworkonKMAs-Isdiagnosisreport

Stage3:SCKMblueprintdesign

CollectandanalyzeKMbestpractice(basedonAccentureknowledgedatabase)

CollectandanalyzeperspectiveonfutureKMfromSCkeypersonnel

DesignKMblueprintbasedonAs-Isdiagnosis,bestpracticeandTo-Beanalysis

Stage4：SCKMRoadmapdesign

ComparecurrentKMstatesandblueprint,conductgapandimprovementanalysis

Conductaneffort,importanceandurgencymatrixanalysis

DevelopanactionplanforSCKMaccordingtotheresultofmatrixanalysis

Designspecificsolutionsforquickwins(iftimepermits)

Deliverable:kick-offdeckFirstProjectReportDeliverables:Diagnosisreport,KMblueprintandroadmapWearehere3Agenda4Copyright©2011AccentureAllRightsReserved.KeyfindingsfromAs-IsDiagnosisBlueprintdesignprincipleandapproachKMblueprintdesignKMroadmapDiagnosingwithAccenture6-dimentionKMmodel,wefoundSCKMisoverallatbasiclevel

RankingofSCKM6dimensionsintermsofurgencyofimprovement–frominterviewresponseStrategicContextContentProcessesTechnologyCapabilitiesOrganizationCulture&BehaviorbasicdevelopingmatureCulture&BehaviorTechnologyCapabilitiesTransformationtocollaborativeorganizationStrategic

contextContentProcessesOrganization5ProcessesCulture&BehaviorOrganizationStrategicContextContentTechnologyCapabilitiesByassessingSCAs-Is,rankingofSCKM6dimensionsintermsofdevelopmentstatusisshownbelow(fromlowtohigh):Culture&BehaviorProcessesOrganizationContentStrategicContextTechnologyCapabilitiesRankingofSCKM6dimensionsintermsofgeneraldevelopmentstatusHighLowNo.ofpeopleSpecifically,weidentifiedthefollowingkeyissuesofSCKM6StrategicContextContentProcessesTechnologyCapabilitiesOrganizationCulture&BehaviorLackofKMstrategyNolinkagebetweenKMandSCbusinessobjectivesLowutilizationofexistingknowledgeIncompleteKMscopeLackoftaxonomysystemUntimelyknowledgeupdatesLackofstandardizedKMprocessLackofintegrationbetweenKMprocessandbusinessprocessUnclearknowledgesharingprocess

InconvenienceofintranetLackoftaxonomysystemandstandardsforsharefolderInsufficientemployeeKMITskillsUndefinedKMrolesandresponsibilitiesLimitedemployeestimedevotedtoKM,duetobusyworkscheduleHugelossofknowledge,duetostaffturnoverLackofinternalcommunicationandincentivemechanismLimitedeffectsofexistingincentives（performancereview,intranetclicksranking,etc)InSummary,wepositionedSCKMatlevel1tolevel2ofGartnerKMladder7HeardofKMHavesomeinternaldiscussionsbutnoactionstakenManagementlevelrealizedtheimportanceofKMEmployeesagreethatKMcansolvesomeproblemsKMobjectivesareunclearKMhavebeeneffectivetoacertainlevelKMhavegainedrecognitioninasmallrangeofemployeesConsiderKMasdailyworkIncludeKMinprojectoperationConsiderKMasakeyelementwhensettingbusinessandITstrategiesKMprocesseshavebeenwidelyrecognizedandutilizedwithinorganizationNoperformanceindicatorsetforindividualKMutilizationStarttoapplyKMfundwithinorganizationOrganizationconsiderKMasanimportantpolicytobewidelyspreadEmployeescapturedifferentprofessionalknowledgeeasilyKMfundisincludedasnecessarydailybudgetinorganizationManagementlevelhasgraduallytakenthelead

roleofKMEstablishedrelatedperformancemeasuresforKMContentstructure,expertmanagementandallotherrelatedKMactivitiesareunderamatureenvironmentContinuouslyoptimizeanddevelopnewKMcommunicationchannelsandmodesOrganizationconsidersKMasitsbestpracticeandembedsinitscultureLevel0Level1Level2Level3Level4Level5KMLevelFromGartner’sreport,2006ContinuousimprovementGartner’sKM6levelsHeardofKMHavesomeInternaldiscussionsbutnoactionstakenManagementlevelrealizedtheimportanceofKMEmployeesagreethatKMcansolvesomeproblemsKMobjectivesareunclearKMhavebeeneffectivetoacertainlevelKMhavegainedrecognitioninasmallrangeofemployeesConsiderKMasdailyworkIncludeKMinprojectoperationConsiderKMasakeyelementwhensettingbusinessandITstrategiesKMprocesseshavebeenwidelyrecognizedandutilizedwithinorganizationNoperformanceindicatorsetforindividualKMutilizationStarttoapplyKMfundwithinorganizationOrganizationconsiderKMasanimportantpolicytobewidelyspreadEmployeescapturedifferentprofessionalknowledgeeasilyKMfundisincludedasnecessarydailybudgetinorganizationManagementlevelhasgraduallytakenthelead

roleofKMEstablishedrelatedperformancemeasuresforKMContentstructure,expertmanagementandallotherrelatedKMactivitiesareunderamatureenvironmentContinuouslyoptimizeanddevelopnewKMcommunicationchannelsandmodesOrganizationconsidersKMasitsbestpracticeandembedsinitscultureLevel0Level1Level2Level3Level4Level5KMLevelAfteraligningwithsomeSCkeystakeholders,wesuggestSCKMfuturepositionisbetweenlevel3andlevel4Copyright©2011AccentureAllRightsReserved.8Level0Level1Level2Level3Level4Level5FromGartner’sreport,2006Gartner’sKM6levelsAgenda9Copyright©2011AccentureAllRightsReserved.KeyfindingsfromAs-IsDiagnosisBlueprintdesignprincipleandapproachKMblueprintdesignKMroadmapHeardofKMHavesomeInternaldiscussionsbutnoactionstakenManagementlevelrealizedtheimportanceofKMEmployeesagreethatKMcansolvesomeproblemsKMobjectivesareunclearKMhavebeeneffectivetoacertainlevelKMhavegainedrecognitioninasmallrangeofemployeesConsiderKMasdailyworkIncludeKMinprojectoperationConsiderKMasakeyelementwhensettingbusinessandITstrategiesKMprocesseshavebeenwidelyrecognizedandutilizedwithinorganizationNoperformanceindicatorsetforindividualKMutilizationStarttoapplyKMfundwithinorganizationOrganizationconsiderKMasanimportantpolicytobewidelyspreadEmployeescapturedifferentprofessionalknowledgeeasilyKMfundisincludedasnecessarydailybudgetinorganizationManagementlevelhasgraduallytakenthelead

roleofKMEstablishedrelatedperformancemeasuresforKMContentstructure,expertmanagementandallotherrelatedKMactivitiesareunderamatureenvironmentContinuouslyoptimizeanddevelopnewKMcommunicationchannelsandmodesOrganizationconsidersKMasitsbestpracticeandembedsinitscultureLevel0Level1Level2Level3Level4Level5KMLevelGartner’sKMladderhelpsclarifySCKMblueprintdirectionCopyright©2011AccentureAllRightsReserved.10Level0Level1Level2Level3Level4Level5FromGartner’sreport,2006Gartner’sKM6levelsAccenture’sKMmodelistheframeworkwestructureSCKMblueprintCopyright©2011AccentureAllRightsReserved.11FunctionalitiesandITstructureofKMplatformKMcontentscope,taxonomyandmaintenanceKMprocessesandrelevantownersKM’sstrategicpositioning,aimingtosolvebusinessproblemsKnowledgesharingcommunication&motivationmechanism

,andcultureKMorganizationstructure,rolesandresponsibilityCulture&BehaviorTechnologyCapabilitiesTransformationtocollaborativeorganizationStrategiccontextContentProcessesOrganizationSCKM’sAs-IsdiagnosisandblueprintdesignarebothbasedonAccenture’sKMframeworkInternalAs-IsanalysisandexternalbestpracticescomposesoliddatasourceforSCKMblueprintCopyright©2011AccentureAllRightsReserved.12As-IsDiagnosisBestPracticeSCInputSC

KMBlueprintcurrentstatesdiagnosisIssuesdiagnosedinSCbusinessandKMaswellasemployees’expectationforKM,throughinterviewandon-linesurveyBestpracticeKeyelementssummarizedthatmatureKMorganizationshouldpossess,throughworld’sleadingpracticesinvestigationSCInputConfirmationsmadebySConthebestKMstatesitwantstoachieveandtheurgencyofactivitiesindifferentKMdimensionsthroughdiscussionwithSCstakeholdersSourcesofSCKMblueprintTheKMblueprintdesigntoachieveSCKMvisionshouldbesupportedbyasetofclearguidingprinciples13ProvideaholisticviewontheneedsoftheentireorganisationKeepitsimple,implementableandscalableEstablishstronglinkswiththebusinessHaveaclearknowledgevaluepropositionforallemployeesTaketheneedsofallbusinessunitintoconsiderationtoconstructahigh-qualityandeffectiveKMblueprintframeworkConsiderSCcurrentstates,futurecapabilityandapplicableresourcestodesignasimple,implementableblueprintClarifytheroleofKMinbusinessoperation,andintegrateKMintobusinessmanagementandprocessesConsideremployeeneedstodesignaKMblueprintthathelpsenhanceworkefficiencyandindividualcapabilityAgenda14Copyright©2011AccentureAllRightsReserved.KeyfindingsfromAs-IsDiagnosisBlueprintdesignprincipleandapproachKMblueprintdesignKMroadmapBasedonAccenture’sKMframework,SCblueprintisdesignedtoachievedifferentobjectivesin6dimensionsCopyright©2011AccentureAllRightsReserved.15ContentOrganizationProcessesTechnologyCapabilitiesStrategicContextCulture&BehaviorAcomprehensiveknowledgerepositoryAsystematiccontentmanagementmechanismClearKMorganizationstructureCleardefinedR&RClearlinkageofKMwithperformancemanagementComprehensiveKMprocesssystemKMandbusinessprocesses’integrationAnintegratedKMITplatformClearlydefinedauthorityset-upanduser-friendlyinterfaceCollaborativeculturewithinorganizationClearKMstrategicpositioningClearKMimprovingdirectionContentOrganizationProcessesTechnologyCapabilitiesStrategicContextCulture&BehaviorInordertoachievetheseobjectives,wesuggestSCtotakethefollowingactionsCopyright©2011AccentureAllRightsReserved.16Identifyrelevantroles&responsibilitiesDefineKMstrategicpositioningIdentifyKMobjectivesEstablishmeasurementstandardsConductKMsatisfactorysurveySetorganizationalKMgoalsbyphaseEvaluationcurrentITplatformOptimizeplatformfunctionalitiesLaunchITskillstrainingDefinecontentscopeConstructcontentstructure&taxonomyEstablishandexecutecommunicationplanEstablishmgmtmechanism(Qualitymgmt,maintenance,updates,etc)ProvideITsupportOrgstructureandR&RcommunicationReviseJDandbringKMintoperformancemgmtscopeKMprocessescommunicationIntegrateKMprocesseswithbusinessprocessesDefineKMprocessesBlueprintofKMstrategiccontext——

clearKMstrategicpositioning,clearKMimprovementdirectionCopyright©2011AccentureAllRightsReserved.17No

explicitKMstrategy,andfocusonshortterm/tacticallevelonlyUnifiedKMstrategyinplace,andintegratedwithorganizationalstrategicgoalLong-termcommitmenttoenhanceKMlevelSCBasicDevelopingMatureSCKeyStakeholdersKeyOutputsBlueprintDescription/KeyTasksStrategiccontextdefinesKMstrategicpositioningintheorganization,therelationshipbetweenKMandbusiness,andthedirectionofKMimprovementHaveworkshopswithrespecttoKMstrategystatementAccentureproposed,define&confirmKMstrategyChinaprogramSeniorManagementTeam(SMT)KMrelatedkeystakeholdersSCKMstrategySCKMactionplanBasicunderstandingofKM,butnotlinkedtoorganizationalstrategicgoalsSmall-rangedKMstrategyorpracticeinplaceKMneedsidentified,butnoexplicitactionstakenContentOrganization

ProcessTechnologyCapabilitiesStrategicContextCultureBlueprintofKMstrategiccontext——

KMstrategicpositioningsuggestionCopyright©2011AccentureAllRightsReserved.18VisionAworldinwhicheverychildattainstherighttosurvival,protection,developmentandparticipation

MissionToinspirebreakthroughsinthewaytheworldtreatschildren,andtoachieveimmediateandlastingchangeintheirlivesOutdatedbusinessstrategyLackofcomplete&standardbusinessprocessInsufficientcooperationbetweendivisions/regionsHighrateofemployeeturnoverDemandtoincreaseemployeecapabilitiesSC’sVision&MissionBusinessissuesSCencounteredPromoteorganization’scultureEnhancecommunicationsbetweenbusinessdivisions/regionstobetterunderstandeachotherProvideacommunicationplatformtopromoteknowledgesharing,changeworkingmannersandbecomemoreinnovativeReduceknowledgelossfromemployeeturnoverImproveefficiency&qualityofprogramdeliveryKMexpectationsfromSCkeystakeholdersToprovideauser-friendlysharing/learningplatformandcontinuouslyupdatingknowledgerepositoryforemployees;tomakeKMapowerfultoolfornewemployees’fastlearningandcurrentemployees’continuousdevelopment,apartnerforbusinessdevelopment,adriverforworkingapproachchangeandorganizationcultureestablishment,andasourceofinnovation.ProposedSCKMstrategyCopyright©2011AccentureAllRightsReserved.19NocleardefinitionforKMcontentscopeNoclearKMcontenttaxonomyNoclearmeasurementforknowledgequalityCertainKMscopeinplace,butmoreexplicitdefinitionrequiredCleartaxonomyforsomeknowledgeClearmeasurementforqualityofsomeknowledgeExplicitKMscopedefinitioninplaceSystematicKMcontenttaxonomyinplaceStandardmeasurementforallknowledgequalityinplaceSCBasicDevelopingMatureSCKeyStakeholdersKeyOutputsBlueprintDescription/KeytasksDefineKMcontentscope(communicatewithemployeesfromdifferentlevelsanddifferentdivisions)DefinecontentstructureandtaxonomyConstructcontentmanagementmechanism,includingqualitycontrol,maintenanceandupdateprocessChinaprogramSeniorManagementTeam(SMT)SCKMteamDivisionheadsKMcontentscoperegulatorydocumentsKMcontentstructureandtaxonomyContentqualitystandardsregulatorydocumentsContentmaintenanceandupdateprocessesContentOrganizationProcessTechnologyCapabilitiesStrategicContextCultureBlueprintforKMcontent——

acomprehensiveknowledgerepositoryandsystematic

contentmanagementmechanismBlueprintforKMcontent——

contenttaxonomydesignmethodandmeasurementstandardsTaxonomydesign/ImprovementTaxonomypilotTaxonomyDeployment&promotionStandardstoDetermineImprovementHolisticContentbreadth&depthsupportsorganizationstrategyandbusinessdevelopmentSystematicTaxonomyissystematicandstructureisclearStandardizedUser’spreference&habitofcategorizationandnamingfilesareconsideredExtensibleExpandcontentandcategoryeasilyandflexiblyTaxonomyisnotaone-timething,continuousoptimizationshouldbemadealongwithbusinessdevelopmentContinuousimprovement20BlueprintforKMcontent——

recommendationfortheprocessofcontentcategorizationCopyright©2011AccentureAllRightsReserved.21Principlesforcategorization：Easytounderstandandfollowemployees’workinghabitsAclearlogic,underwhichthecontentineachlevelshouldbeholistic,independentandexclusiveDifferentcategorizationmethodscanbeusedtogether,andseveraltagscanbeappliedtoonedocumenttofacilitateusershavingdifferentsearchinghabitsOrganizationalknowledgeNon-programbasedknowledgeProgram

basedknowledgeTargetKeytasksDrafttaxonomyfororganizationalknowledgeandinvolveeachdivisionandSMTforopinionsEachdivisiondraftstaxonomybasedontheirownbusinesses;forthepartofknowledgeneedstobesharedwithotherdivisions,taxonomyshouldbedecidedbyconsideringopinionsofotherdivisionsaswellProgramdivisionproposestaxonomybasedoninputfromdifferentregions;knowledgecanbecategorizedbyregions,programtypesandphases,documentfeatures,etcKMteamcollectandintegratetaxonomySMTreviewOwnerKMteamHeadofeachdivisionHeadofprogramdivisionCategorizeknowledgebasedonestablishedtaxonomy,andbuildaKMrepositoryBlueprintforKMorganization——

clearKMorg.structureandexplicitrolesand

responsibilitiesdefined,linkedwithperformancemgmtCopyright©2011AccentureAllRightsReserved.22SCBasicDevelopingMatureSCKeyStakeholdersKeyOutputsBlueprintDescription/KeyTasksDefineKMrolesandresponsibilitiesforKMteamDefineKMresponsibilitiesformanagementlevelDefineKMresponsibilitiesforinternalexpertsModifyjobdescriptionbyaddingKMresponsibilitiesandbringKMintoperformancemanagementscopeCommunicateKMrolesandresponsibilitieswithemployees,andpromptlynotifyrelatedrolechangestoensurethewholeorganizationhasaunifiedunderstandingofKMorganizationalstructureKMorganizationstructureExplicitKMroleandresponsibilitydescriptionformanagementlevel,KMteamandinternalexpertsJobdescriptionsupdatedwithKMresponsibilityKMrelatedrolesandresponsibilitiescommunicationandtrainingmaterialsLimitedornogovernanceofKMcapabilitiesNocleardefinitionforinternalexpert,andpeopledon‘tknowhowtoaccessknowledgeKnowledgeis‘owned’ratherthan‘shared’SomeformalrolesandresponsibilitydescriptionsinplaceInternalexpertsnominated,butlackofcommunicationLargeportionofknowledgecanbesharedwithintheorganizationClearandcompleterolesandresponsibilitydescriptionsinplaceAwell-formedexpertsnetworkandaconvenientcommunicationchannelKMispartoforg.cultureandprocess,supportedbyleadershipChinaprogramSeniorManagementTeam(SMT)SCKMteamHumanResourcedivisionInternalexpertsContentOrganizationProcessTechnologyCapabilitiesStrategicContextCultureProgram/DivisionbasedKMteamKMITspecialistteamProgram/Divisionbasedteam：AssistKMmanagerinKMrelatedactivities/initiatives:DraftKMcontentstructure,includingcontentscopeandtaxonomyConductKMcontentcollection,reviewandevaluationKMITspecialist

teamLeadKMITrelatedactivities/initiativesDesignKMITsolutionsImplement

KMITsolutionsEnduser/Knowledgecontributor/Internalexperts：UseknowledgeandprovidefeedbacksContributeandshareknowledgeKMOrganizationStructureCoreresponsibilitiesEnd-userKMcommitteeKMmanagerBlueprintforKMorganization——

SCKMorganizationstructure&responsibilitysuggestionCopyright©2011AccentureAllRightsReserved.23KnowledgecontributorInternalexpertsEstablishaclearKMorganizationstructureanddefinerelevantroles&responsibilitiesarenecessaryinordertoconstructasuccessfulKMorganizationblueprint.AccenturerecommendsthefollowingorganizationstructureandR&RforSCbasedonKMbestpracticestudiesandSCAs-Isdiagnosis：SuggesttobeformedbySMTmembersSuggesttobetakenbyaKMspecialistfromSCChinaSuggesttobeledbyprogrammanager/divisionheadSuggesttobeledbyCommunication&CampaignteamLeadingManagementExecution&ImprovementManageandmonitorKMactivities;driveKMinitiatives:ProposeKMsystemconstructionplan/proposalOrganize,coordinateprogram/divisionbasedKMandITworkingteamstoconstructKMsystemtogetherEstablishKMmechanismAssistinKMperformancemonitoringSetKMdirection&makedecisionsonKMcoreissuesStrategyplanningKMbudgetallocationHighlevelworkplanBlueprintforKMprocess——

comprehensiveKMprocesssystem,reflecting

integrationwithbusinessprocessesCopyright©2011AccentureAllRightsReserved.24LimitedornoKMprocessNointegrationwithbusinessprocessKnowledgeislostwithemployeesturnoverDispersedKMprocessesLimitedintegrationwithbusinessprocessKnowledgeiscollectedandstored,butnofollow-upmgmt&maintenanceClearinformationflowsandownershipsbetweenindividualsandbusinessunitsWell-understoodKMprocessesandwellintegratedwithbusinessprocessesKnowledgeisrevisedandupdatedregularlySCBasicDevelopingMatureSCKeyStakeholdersKeyOutputsBlueprintDescription/KeytasksDefineclearandcomprehensiveknowledgemanagementprocessCommunicatewithrelevantdivisionheadsaboutKMprocesses,toensurecloseintegrationandsupportbetweenKMandbusinessprocessesLaunchKMprocesstrainingandcommunicationwork,toensureKMcanbewellunderstoodandutilizedwithinorganizationKMprocesscatalogKMprocessflowchartsandillustrationKMprocessrelatedcommunicationandtrainingmaterialsChinaprogramSeniorManagementTeam(SMT)SCKMteamHumanresourcedivisionContentOrganizationProcessTechnologyCapabilitiesStrategicContextCultureBlueprintforKMprocess——

SCKMprocesscatalogdesignsuggestionCopyright©2011AccentureAllRightsReserved.25ExpertmanagementprocessKMstrategyestablishmentandperformancetrackingprocessKnowledgeneedsmanagementprocessKMstrategyestablishmentKMperformancetrackingKnowledgeneedscollectionKnowledgesupplyplanningKnowledgecreationKnowledgecontentmanagementprocessContentsubmissionandcontributionContentarchivingandcategorizationContentsharingKnowledgeutilizationsupportKnowledgequeryKnowledgecustomizationKnowledgefeedbackIndividualskillsfilingInternalexpertmgmtSystemmaintenance

ExternalexpertmgmtContentstructuremaintenanceSystemapplicationdevelopment/maintenanceUsermanagement

KMownerhandoverKMstrategymodificationContentreviewandratingContentmaintenanceandupdatingContentpublicationConstructaKMprocesscatalogthatclearlydefinesalldifferentKMworkingprocessesisprimaryinordertoconstructasuccessfulKMprocessblueprint.AccenturerecommendsthefollowingcatalogforSCbasedonKMbestpracticestudiesandSCAs-Isdiagnosis:Copyright©2011AccentureAllRightsReserved.BlueprintforKMprocess——SCKMprocessdesignexampleOptimizeandgraduallyconstructacomprehensiveKMprocesssystembasedontheestablishmentofKMprocesscatalog,belowistheexampleofknowledgecreationprocess:26ExampleBlueprintfortechnologycapabilities——

anintegratedKMITplatformwitheffectivetechnicalsupportandstandardizedauthoritysettingsCopyright©2011AccentureAllRightsReserved.27Haveseveraltechnologytools,butdonothaveanunifiedKMplatformAuthorityisnotexplicitlysetKMcontentarchitectureisnotinplaceoncurrentplatformHaveanunifiedKMplatform,butimprovementisneededHavebasicauthoritysettings,butimprovementisneededHaveKMcontentarchitectureinsomeextent,butastandardisneededHavealeadingandunifiedKMplatform,andupdatesarekeptconstantlyHaveastandardizedauthoritysettingHaveaneffectiveandwellunderstoodcontentarchitectureSCBasicDevelopingMatureSCKeyStakeholdersKeyOutputsCollectITneedsandassesscurrentITplatformtoidentifygapOptimizeITplatform(optimizeitsfunctionandauthoritysettingstandard)TestITplatformConductITtrainingforusersProvideITsupportswhenneededReportofITneedsanalysisandITplatformassessmentITplatformoptimizationplanOptimizedITplatformTestingreportofITplatformITplatformmodificationandusertrainingdeliveryChinaprogramSeniorManagementTeam（SMT）SCKMteamCommunicationandCampaignBlueprintDescription/KeytasksContentOrganizationProcessTechnologyCapabilitiesStrategicContextCultureAccordingtoITneedscollectedfrominterviewsandonlinesurvey,requirementsforITblueprintdesignissummarizedasbelow:IT

needsRequirementsforIT

blueprintdesignAdvancedandintegratedITplatformIntegrateexistingITplatform,suchasintranetandsharefolderRepositionintegratedITplatformMakefutureITplatformscalableEnhanceauthoritymanagementforfutureplatformEfficientsearchengineLaunchefficientsearchengine(e.g.full-textsearch,fuzzy/mistysearch,etc)Supportcustomizedsearch,user-friendlySystematicandexplicitcontentstructureSupportavarietyofcontentmanagement,includingcentralizedstorag