知识管理概念与案例

KnowledgeManagement:ConceptsandCasesStephenRuth,GeorgeMasonUniversityFirstLecture:WhyKMMakesaDifferenceinanOrganization第一页，共七十三页。LeveragingTechnologySeries(ICASIT)ElectronicCommerce(GMU,WorldBank)ITintheEuropeanUnionITandOrganizationalLearningHumanEngineeringinITDesignITforCompetitiveAdvantageITandExecutiveInformationSystems第二页，共七十三页。LeveragingTechnologySeries(Continued)ITandExpertSystemsUseLeveragingMultimediaTeaminginCyberspaceVirginia’sNetpreneursCybercorpKnowledgeManagement第三页，共七十三页。PossessingITvs.LeveragingITMostmetricsareaboutpossessionPossessionisstatic;leveragingisdynamicPossessionalonedoesnotaddvalueLeveragingisastrategicissue;possessionisoperational第四页，共七十三页。OutlineofThisPresentationKMscope,definitions,briefhistoryLeveragingKM--examplesAcquiringknowledge,KMmarketsKeyideas:Leonard-Barton,Davenport,Prusak,Koulopoulis,Nonaka,Stewart第五页，共七十三页。OutlineofThisPresentationCharacteristicsofsuccessfulknowledgeorganizationsFivestepapproachtoKMThefuture第六页，共七十三页。BHAG’sBig,Hairy,AudaciousGoalsGoodyear($13billionto$23Billionin5years)TimesMirror--increaseLATimescirculationby500,000,a50%jumpP&GIncreasecompanysizeby100%intenyears第七页，共七十三页。MoreBHAG’sGE--be#1or#2ineverymarkettheyserveBristolMyers--DoublesalesandearningsinsevenyearsCampbellSoup--beseenasapeerofCocaColaandGillette第八页，共七十三页。DefinitionofKnowledge“Knowledgeisafluidmixofframedexperience,contextualinformation,andexpertinsightsthatprovidesaframeworkforevaluatingandincorporatingnewexperiencesandinformation.Itoriginatesandisappliedinthemindsofknowers.Intheorganization,第九页，共七十三页。DefinitionofKnowledge

itoftenbecomesembodiednotonlyindocumentsorrepositoriesbutalsoinorganizationalroutines,processes,practices,andnorms”(WorkingKnowledge,p.5)第十页，共七十三页。WhatIsSoSpecialaboutKM?SeemstobefarmorethanafadComparisons:ES,MM,BPR,CASEManylargecompaniesandorganizationsareembracingKM第十一页，共七十三页。WhatIsSoSpecialaboutKM?AlreadyavastbodyofpracticeHashugepotentialforROICEO’softentheleaders(nottheCIO’s)第十二页，共七十三页。KM:ASignificantNewITApproachWhyneeded?InformationoverloadbutknowledgefamineExtractinginformationiseasy--butknowledgeisscarceandoftenhidden第十三页，共七十三页。KM:ASignificantNewITApproachCorecompetencyisbasedonknowledgeKnowledge,notinformation,istheedge第十四页，共七十三页。WhoUsesKMNow?AT&T,DellComputer,CSC,AMS,IRS,WorldBank,NYNEX,AmericanAirlines,IBM,Xerox,EDS,Hallmark,GE,HP,NationsBank,Polaroid,PacBell,Microsoft,thousandsmore.第十五页，共七十三页。WhoUsesKMNow?AtleasttwohundredoftheFortune500withanewtitle--CKOorCLOorDirector,KnowledgeInitiatives第十六页，共七十三页。(Very)BriefHistoryLongtraditionofvaluingknowledge:Moses;Alexander,Caesar,Napoleon,Drucker,Toeffler,etc.Knowledgecreation-Nonaka’sstudiesofMatsushita,Honda,Mazda--laterGE第十七页，共七十三页。(Very)BriefHistoryLeonard-Barton’smanufacturingstudiesStewart’semphasisonIntellectualCapitalDavenportandPrusak--practiceorientation第十八页，共七十三页。ScopeofKMInformationAtleastonehundredbooks;dozensofcasestudiesAhalfdozenjournals第十九页，共七十三页。ScopeofKMInformationHundredsofarticles,includinginHBRandSMRAboutasymposiumperweekScoresofdedicatedwebsites(seeespecially/km/index3.htm)第二十页，共七十三页。TheSpectrumDataInformationKnowledgeWisdom第二十一页，共七十三页。TheSpectrumInsightResolveAction第二十二页，共七十三页。KnowledgeQuestionsWhereisknowledge?InthemindoftheknowerWhatisknowledge?Framedexperience,conceptualinformation,insightsExpertise?Experience-basedinsightsIntuition?Compressedexpertise第二十三页，共七十三页。KnowledgeCharacteristics(V.Alee)MessyandselforganizingTravelsonlanguageandthroughcontactDifficulttocodifyDifficulttoregulateSeekscommunityAsocialprocess第二十四页，共七十三页。SampleKnowledgeAreasCustomersProcessesRulesofthumbHistoryKnow-howSkillsandexperiences第二十五页，共七十三页。SamplesofKnowledge-DatathatMakesaDifferenceChrysler’sEngineeringBooksofKnowledge(automobileplatformteams)AndersenKnowledgeXchange(toomuchknowledge--becamedata)第二十六页，共七十三页。SamplesofKnowledge-DatathatMakesaDifferenceArmy’sCALLandAAR3M-knowledgecompany;IBMindustrysolutionunits;Steelcasesellsknowledge;Xerox--sellssolutions第二十七页，共七十三页。SomeSuccessStoriesHoffmanLaroche--reformofFDAsubmissionprocess:$1millionperdayFiveNewYorkmedicalcenters--observedothersprocedures:24%dropindeathrateforbypassoperationsHPoncallhelpdesk--”Case-basedreasoning”reducedcalltimeby70%第二十八页，共七十三页。MoreSuccessStoriesChevron--Energy-usenetwork--savings:$650millionTI--Improvedwaferfabricationyield--$1.5billion第二十九页，共七十三页。MoreSuccessStoriesSkandia--90%reductionoftimetomarketNEC--replacingrobotswithpeopleBPvirtualteamwork--NorthSeaexample第三十页，共七十三页。BP’sVirtualTeamworkProgramNotpartofITgroupHardware/software:desktopconferencing,multimedia,email,appsharing,sharedwhiteboards,videocliprecordingtools,groupware,webbrowser第三十一页，共七十三页。BP’sVirtualTeamworkProgramFoursuccesses--thefailurewasgroupthatwantedtoexchangeonlydataMobiledrillingshipproblem$500,000savedthroughKM第三十二页，共七十三页。KnowledgeMarketsMarketshavesocial/politicaldimensionsMobil--braggingdiscouraged--affectsKMHPinAustralia--”mateship”第三十三页，共七十三页。KnowledgeMarketsBuyers--peoplewhofindnoeasyanswertocomplexproblem(20%ofmanager’stimespentinknowledgesearch)Sellers--knowers,pieceworkers(salariedpurchased)--bewareof“hoarders”第三十四页，共七十三页。KnowledgeMarkets(Cont’d)Brokers:Librarians,boundaryspanners,chatters,gossipsPricingsystem:cash,status,entitlements第三十五页，共七十三页。KnowledgeMarkets(Cont’d)Threekeypricingmechanisms:reciprocity(“favorbank”),repute,altruismOthermarketfactors:trust(visible,ubiquitous,fromthetop),informalmarkets,communitiesofpractice第三十六页，共七十三页。KnowledgeMarkets(Cont’d)Problemsofknowledgemarkets(inefficiencies)--notlikeyellowpagesIncompletenessofinformation(prices,brokers,payoffs)第三十七页，共七十三页。KnowledgeMarkets(Cont’d)Asymmetryofknowledge(scarcity)Localnessofknowledge(distanceproblem)JavelinCase--afailurebecauseofpricingpolicy,trustandlocalnessofknowledge第三十八页，共七十三页。GeneratingKnowledgeAcquisition--BP’s“thiefoftheyear”;IBMboughtLotus($3.5billion--14timesbookvalue);AT&TbuysNCR;ELProductsbuysGrimesRental--business-universityconsortia;consultantsDedicatedresources-Motorola,MercandMcDonald’suniversities,Xerox’sPARC第三十九页，共七十三页。GeneratingKnowledge(Cont’d)Fusion-creativeabrasion--”innovationoccursattheboundariesbetweenmindsets”(Leonard-Barton)Adaptation--DECandWang;WalMartandSears;universities;McDonnell’sperspective:successisdangerous第四十页，共七十三页。ProblemswithKM(Davenport)Gresham’sLaw--datadrivesoutknowledgeMostsummarydata(scanner,customer,transactions,demographics)nevergetsusedDeprivationofenablers--space,timereciprocity(drugcompanyexample)Withholdingofsocialcapital第四十一页，共七十三页。EnemiesofSuccess(Prusak)GoingoutsidewhatknowerknowsKnowledgeisnottruthNoafter-actionreviewsNeedfor“perfectinformation”MeasuringyesterdayinsteadofunderstandingtomorrowTechnologyasahammer第四十二页，共七十三页。TheEssenceofKM(Prusak)AnticipatedreciprocityPerceivedequitySocialcapitalConnection,notcaptureCommunitiesofpractice第四十三页，共七十三页。KMandCompetencyWellspringsofKnowledge--D.Leonard-BartonWellspring--sourceofastream,cansustainor,whenpolluted,denygrowthTheme-technologydecisionscanbuildknowledge第四十四页，共七十三页。KMandCompetencyWellspringsofKnowledge--D.Leonard-BartonCoretechnologicalcapabilities--thecompetitiveadvantageAlso:supplementalandenablingcapabilities--don’tdifferentiateKeyexample--ChaparralSteel第四十五页，共七十三页。TypesofSkillandKnowledge“A-shapedor“T-shaped”PublicorscientificIndustryspecificFirmspecificValuesandnorms第四十六页，共七十三页。CoreRigiditiesCorecapabilitycanbecomecorerigidityInsularityOvershootingthetarget(workingharder)PowerofthepastInabilitytoinnovatewithnewIT第四十七页，共七十三页。CoreRigiditiesLimitedexperimentationScreeningoutexternalknowledge第四十八页，共七十三页。CreativeAbrasionTrapofmindsetGettingdifferentmindsetstocollideAbrasioncanbegood--butfrictionmustbecreativeManagingreligiouswars--”herbsinthedish”Prototypesbecomethemediafranca第四十九页，共七十三页。CorporateInstinct(Koulopoulisetal)IsCIaboutsurvivalorleveraging,orcorecompetencies,competingincreasingmarketshareorcreatingknowledge?Ans:allRule1:SurvivebasedonCoreCompetency,notcoreproducts(Xerox,etc.)第五十页，共七十三页。CorporateInstinct(Koulopoulisetal)Rule2:ConstantlycompetewiththecurrentlybestideastodevelopnewonesRule3:Valuenewknowledgeovercorporatestructureandstandards第五十一页，共七十三页。Myths(K)Corporatememory--mayeclipseindividualwisdomDecentralizeddecisionmakingTeams第五十二页，共七十三页。TheKnowledgeChain(K)InternalAwarenessInternalResponsivenessExternalAwarenessExternalResponsiveness第五十三页，共七十三页。LeveragingKM(K)LearningtoforgetKnowledgecapture(Obstacles:mobility,halflife,threattospecialists)Knowledgeinventory第五十四页，共七十三页。AttitudesofInstinct(K)ReactbeforeyouassimilateShare-don’timpose-knowledgeBecomeaknowingenterpriseCreateprocessassets第五十五页，共七十三页。AttitudesofInstinct(K)MakeinstincttransparentOrganizewithoutstructureDecephalizedecisionmakingIncreasevelocityandreturnontime第五十六页，共七十三页。DynamicStabilitySharingKnowledge(“sharpend”ofinstinct)RoguecollaborationIntelligentautonomy(KingCanute?)--oldandnewparadigmsUnleashindividualinstinct(Fulkerson)第五十七页，共七十三页。Traitsof“Smart”Companies(D.Lee)CommunicatecompellingbigpictureProvidegristforthe“IdeaMill”Employeesgivencontrolovertheirjobs第五十八页，共七十三页。Traitsof“Smart”Companies(D.Lee)EnvironmentthatfosterstrustManagersrewardedforcoaching,notforhavinganswersCapturingandsharingknowledgeisfun第五十九页，共七十三页。Traits(Continued)RewardsforsharingandusingknowledgeCommunicatetheimportanceofknowledgesharingFocusonpeople,nottechnology(1/3rule)BuildinreflectionandcapturetimeCreatepositiveemotionalclimate第六十页，共七十三页。StructureofKMImplementation(Teltech)Phase1ExplorepossibilitiesWhatisKM?Howcanitbeappliedtoour

company?第六十一页，共七十三页。StructureofKMImplementation(Teltech)Establishcross-functionalteamsReviewcasestudiesAttendconferencesConsultexperts,benchmark,brainstorm第六十二页，共七十三页。Phase2DevelopKMStrategyAssessbusinessneeds,personnelstrengths,potentialbenefits,ROI,ROT,ROEEnduserneedsKMvs.businessobjectives第六十三页，共七十三页。Phase2DevelopKMStrategyInvolvementofstakeholdersIdentifyspecificKMdeliverablesGrassrootssupport第六十四页，共七十三页。Phase3Part1DesigntheKMSolutionStrategyleadstostructureIdentifysolutioncomponentsIdentifycontent,ITtoolsKMmodelKMprocessTrytobe“rightthefirsttime”第六十五页，共七十三页。Phase3Part2DeveloptheKMTechnologyInfrastructureAcquire,testanddeployITtoolsRapidprototypeSchedulingandmanaging(nooverruns?)IntegratesolutioncomponentsTestwithreal