APQC知识管理实施指南

海量营销管理培训资料下载 APQCAPQC 知识管理实施指南知识管理实施指南 There is a widespread understanding of the value of KM in many organizations and one might assume that mature KM initiatives are widespread as well However the gap between organizations recognizing the value of KM and those fully implementing it is large 目前 很多企业对 KM 都有所了解 甚至一些企业已经认为实施 KM 的时机成熟了 但是 在 了解知 识管理 和 实施知识管理 这个两个层次之间的距离还是很大的 Establishing knowledge management strategies that will ultimately make your organization more effective can be a daunting task Getting started down the right path is often difficult and staying the course can be even more so as roadblocks spring up in your way Although you may see KM as a worthwhile effort convincing others of its value and making it happen across your organization can be a tall order 建立知识管理的战略以保持企业的活力是一件非常困难的事情 第一步选对方向就更加困难了 整个实 施过程到处充满了绊脚石 尽管你认为知识管理是非常值得做的一件事情 但是让其他人信服并且在组织 内部广泛实施是一个非常艰巨的任务 APQC s approach to KM implementation eases your way even as your organization may be struggling to understand the issues tactics and tools necessary for a successful KM journey Our Road Map to Knowledge Management Results Stages of ImplementationTM framework helps you navigate toward true institutionalization by laying out the characteristics requirements and action steps of every stage of KM implementation APQC 的这套实施方法可以帮助你更好的解决问题 即使你的企业可能正在艰难的寻求概念上的理解 战术的制定以及工具的使用去成功地实施知识管理 为此 APQC 提供了这份实施指南 通过阶段特征的 描述 需求分析以及实施步骤等内容来帮助你成功的找到实施质是管理的正确方向 其实施过程分成了以 下 5 个部分 Stage 1 Get Started Stage 2 Develop a Strategy Stage 3 Design and Launch a KM Initiative Stage 4 Expand and Support Stage 5 Institutionalize Knowledge Management 第一阶段 启动第一阶段 启动 第二阶段 策略开发第二阶段 策略开发 第三阶段 试点第三阶段 试点 第四阶段 推广和支持第四阶段 推广和支持 海量营销管理培训资料下载 第五阶段 将知识管理制度化第五阶段 将知识管理制度化 Based on APQC s study of and collaboration with best practice organizations over a period of years APQC s Road Map to Knowledge Management Results Stages of ImplementationTM framework spells out the essential steps to achieve true knowledge management implementation A synthesis of our experience with early adopters assessment of emerging trends and identification of best practices this model serves as a navigation tool for organizations that have seen the glimmer of opportunity in KM to efficiently develop new products beat the competition motivate team members and maximize profits and investments 根据 APQC 多年的在最佳实践基础上的研究和总结 这份实施指南说明了成功知识管理实施阶段中的 关键步骤 我们将先前实施者的经历 行业发展的最新趋势以及最佳实践的经验综合在一起 作为指南帮 助企业成功实施知识管理 这些企业已经看到了实施知识管理所带来的机会 促进企业开发新产品 战胜 竞争对手 激励团队成员 以及使利润和收益最大化 Each stage involves description of provoking events objectives key players and roles governance and structure information technology impact the nature of business cases measurement approaches and budget issues By completing the key activities for each stage your organization will maintain sound footing throughout the entire KM implementation process 在 APQC 多年来对很多优秀的企业的研究和合作的基础上 这份实施指南详细描述了知识管理实施的 几个阶段 每个阶段都包含有导火索 目标 管理和构架 信息技术 案例 衡量方法和预算以及完成每 个阶段的关键活动 你的企业将在知识管理实施的过程中不断的提高 Stage 1 Get Started 第一阶段 启动第一阶段 启动 Learning where you are is the first important task along your path to knowledge management success APQC shows you where to start and points you in the right direction 认清现状是成功实施知识管理的首要任务 这个指南为你指出应该从哪里入手以及正确的方向 If one or more of the following statements is true your organization is likely ready to embark on Stage 1 of the journey 如果下面所列的情况有一个是属于事实的 那么你的组织已经做好的准备 请进入知识管理第一阶段 Knowledge management has emerged as a topic of interest in your organization At least a few employees have explored the benefits of KM for your organization Someone has had a personal stake in developing interest in KM You or other members of the organization have learned about KM through participation in consortia or conferences The organization has created a high level rationale or vision for pursuing KM 海量营销管理培训资料下载 知识管理已经成为你的组织中一个非常感兴趣的话题 已经有一些员工从知识管理中得到了好处 一些人已经认同知识管理 有很好的基础 你和其他一些成员已经通过培训 企业交流等方式学习了知识管理的内容 组织有实施知识管理的很高的愿景 第一阶段的关键活动第一阶段的关键活动 KEY ACTIVITIES FOR STAGE 1 So what now you might wonder Fortunately APQC has been here before with dozens of world class companies and knows what it takes to initiate this complex process Based on the organization s wealth of experience APQC has summarized the key activities as well as some helpful hints of Stage 1 As an insightful innovator and early promoter of KM your tasks at this exciting stage are to define KM for others in your organization share stories of how KM has helped other successful companies and align KM use with current initiatives 你可能会想 说了这么多 现在我该做什么 很幸运 APQC 跟世界顶级的大公司已经经历了这个过程 并且知道应该怎样开始这个复杂的过程 基于这些经验 APQC 总结出了第一阶段的关键活动 作为一个 有洞察力的改革者或者是知识管理的早期推动者 在这个阶段的任务是定义知识管理 共享知识管理的成 功案例 并把知识管理跟目前的工作联系起来 保持方向上的一致 1 Make the concepts of KM real for others in your organization Create a clear tangible picture of the benefits of KM as they relate to goals in your organization Use simple definitions and simple language to explore real problems opportunities and the potential value that KM addresses 1 企业内知识管理理念的解释和推广 企业内知识管理理念的解释和推广 将知识管理跟公司的目标联系起来 让大家清楚地看到知识管理的好处 使用简单的定义和简单的语言 指出实际存在的问题 机会和知识管理的潜在价值 2 Identify others to support the development of KM To find advocates of knowledge management look around the organization for current activities that might already be related to KM Look for smaller communities or groups that are currently sharing knowledge and make connections with these people Recruiting well respected influential people is always a good idea Next consider which of the following phrases really gets your attention Cost cutting Improved efficiency Pressure from competitors Streamlined information access Simplified processes As an agent of change find the greatest motivating value factor in your organization to influence others to support KM initiatives 2 寻求支持 推广知识管理 寻求支持 推广知识管理 找出目前组织内部可以联系到知识管理的活动 找出一些共享知识的小组 并且和这些人取得联系 寻 求有影响力的人的支持是一个好主意 然后 检查下面的几个问题又没有引起你们的注意 降低成本 提高效率 平滑的信息交流 简单的流 程 作为变革的动力 在你的组织内寻找最有激励性的因素去影响别人 让他支持 KM 工作 海量营销管理培训资料下载 3 Look for windows of opportunity to introduce the benefits of KM Find where KM will be most valued by talking to people involved with strategic initiatives internal consulting groups or people inside the company with whom you ve developed personal relationships Then answer the following questions What are their objectives What issues are being addressed How can KM help the organization meet those objectives and deal with those issues 3 发现知识管理应用的机会 发现知识管理应用的机会 通过跟内审 或者公司内其他你已经建立个人关系的个人讨论知识管理可以发挥价值的地方 然后回答 下列问题 他们的目标是什么 达成这些目标存在什么样的问题 知识管理怎样解决这些问题并达到他们 的目标 4 Capitalize on the Internet and enlist the IT department to provide tools and a balanced view of KM Make connections with your IT leaders to find out what KM possibilities are available with existing technology Find out what capabilities realistic upgrades might provide Remember that the IT department can truly be a catalyst for emerging KM support technologies 4 利用 利用 Internet 并获得并获得 IT 部门的支持部门的支持 联系 IT 部门的领导 找出目前的技术可以做到什么样子 记住 IT 部门是 KM 的一个重要支柱 ROADBLOCKS TO SUCCESS Ignoring your corporate culture and history not addressing issues that might hinder KM Attempting to sell an enterprisewide approach without building evidence first Asking for a large budget before creating a compelling value proposition 成功路上的绊脚石成功路上的绊脚石 忽略公司文化和历史 没有任何论据就推销知识管理 没有创造任何价值就要求很大一笔预算 Stage 2 Develop Strategy 第二阶段 开发战略第二阶段 开发战略 If one or more of the following statements is true welcome to Stage 2 如果下面的情况有一个甚至更多跟实际相符 欢迎进入第二阶段 Your organization has established a KM exploratory group or steering committee for KM An executive sponsor in your organization supports further exploration of KM You are looking for successful internal grassroots efforts already under way Your IT organization is interested in actively supporting KM initiatives You have stories of how knowledge sharing has helped your organization in the past 海量营销管理培训资料下载 You have identified pilots that allow you to demonstrate how KM will benefit your organization You have secured ownership funding and buy in for pilots 你的组织已经建立了 KM 探讨小组或者 KM 筹委会 公司的高层领导支持知识管理的推广 你所一直关注的成功的内在驱动力已经存在 IT 部门对 KM 的导入和建设感兴趣 你现在已经掌握了一些公司以前的知识共享的案例 你已经找到一个试点可以让你证明知识管理是如何使企业收益的 你已经确立了试点项目的领导 预算和支持 If most of your answers are I wish you don t have to stop And if the tasks mentioned in any of these statements seem difficult to accomplish APQC can guide you through the rough spots We can even help you build the business rationale you need to secure funding for pilots The overall objective of Stage 2 is to formulate a KM strategy that fits the business model From there business opportunities are identified and initialized as pilot initiatives A task force takes charge of these activities on behalf of the organization 如果大部分的回答是 我希望 你不需要停下来 如果在这里提到的任何任务看起来很难完成 APQC 可以帮助你度过难关 第二阶段的主要任务是建立一个符合商业目标的知识管理战略 从这里开始 试点 的目标将跟业务目标相一致 一个项目团队将基于公司的利益执行他们的行动 KEY ACTIVITIES FOR STAGE 2 At Stage 2 your organization has reached an important turning point Perhaps a personal vision of capturing sharing and using information and knowledge has become an organizational exploration of business potential With the support of an executive sponsor you can now explore specifically how KM will work for your business The key activities of Stage 2 and some helpful hints are summarized for you here 第二阶段的关键活动第二阶段的关键活动 在第二阶段 你的公司已经到达了一个重要的转折点 或许个人获取共享和使用信息和知识的愿景已经 变成了公司对业务潜力的探索 在公司领导的支持下 你可以明确的探索 KM 将怎样为你的业务服务 这 里列出了总结出的有用的第二阶段的关键活动 1 Form a KM task force 1 形成形成 特种部队特种部队 Base this cross functional team on the core group that has already formed around KM The team members will identify opportunities for pilots and set the standards for methods to be used across all initiatives 形成跨职能部门的专业项目团队 这个团队的成员将寻找试点的机会 形成方法的标准 2 Select pilots or identify current initiatives that could work as pilots 2 选择试点或者发现可以作为试点的现有的工作 选择试点或者发现可以作为试点的现有的工作 We recommend three pilots You can select new strategic pilots or adopt current grassroots efforts already under way Address issues that are important to your business and design the pilots to show demonstrable relevant results Select pilot sponsors with the resources to help the initiative along 我们推荐 3 个试点 你可以选择新战略的试点或者采用已经进行的一些工作 发现对公司业务重要的东 西并设计试点来显示可论证的结果 选择试点的支持者来提供实施所需的资源 海量营销管理培训资料下载 3 Find the resources to support the pilot 3 发现资源 支持试点工作 发现资源 支持试点工作 The most important resources are skilled staff members who can facilitate the initiative and who are authorized by management to focus their time on it Other resources include IT applications that might need to be created or modified They may be extensive or you may have them already 最重要的资源是技术熟练的工人 他们可以推动试点工作 并且允许花费很长的时间 其他的资源比如 IT 你可能需要创建和修改一些程序 资源是非常广泛的 可能你已经准备齐全 Stage 3 Design and Launch KM Initiatives 第三阶段 设计并启动第三阶段 设计并启动 KM 工作工作 You ve already come a long way You ve formed a task force identified and designed a pilot and located resources Now you re approaching Stage 3 that exciting point of launching successful pilots and gathering results 项目已经进行了很大一部分 你已经形成了团队 找出并设计了试点 确定了资源 现在你正在走近第 三阶段 If one or more of the following statements is true you are at the midway point of your journey Welcome to Stage 3 如果以下情况有一个或者多个符合你的情况 说明你的项目已经进行了一半 欢迎来到第三阶段 Your organization has designed a pilot and implementation strategies You have launched communities of practice an interactive KM Intranet site or some other pilot initiative You have enlisted and trained pilot facilitators and leaders You have established pilot measures and indicators and developed a system for tracking and reporting results You have created strategies for learning from your KM initiatives You have mapped out strategies for expanding your pilot initiatives across the organization 你的组织已经设计了试点并执行了战略 你已经启动了一个经验交流团队 一个交互式的 KM 内部站点 你已经找到并培训了试点的推动者和领导者 你已经建立了试点工作的措施和衡量标准并且形成了跟踪和反馈机制 你已经创建了一个从 KM 工作中学习的战略 你已经勾画出在全公司推广试点的策略 Stage 3 can be a rewarding time of new organizational growth and vitality The overall objectives of Stage 3 are to conduct successful pilots provide evidence of KM s business value and capture lessons learned 第三阶段是收益时间 主要的目标是引导成功的试点 提供 KM 商业价值的证据并总结经验 KEY ACTIVITIES FOR STAGE 3 第三阶段的关键活动第三阶段的关键活动 At stage 3 the benefits of capturing sharing and using information and knowledge have begun to take definite form This is the time to harness the momentum from the first two stages and focus on details such as a formal budget Leadership now needs to see the potential for measurable gains and ROI from successful pilots 海量营销管理培训资料下载 在第三阶段 获取 共享和使用知识和信息的好处已经非常明显 是时候将前两个阶段悬而未决的任务 详细化了 比如一份正式的预算 领导现在需要看到试点的可预计的收益潜力和投资回报率 1 Fund the pilots Assign a KM oversight group such as a steering committee or cross unit task force to reallocate organizational resources such as money and time for KM initiatives Every best practice partner including the World Bank Chevron HP Consulting Xerox and Siemens reported having a KM task force to provide supervision and support for the reallocation of organizational resources 1 形成试点 形成试点 形成一个小组 比如筹划委员会或者跨单位的团队 来分配资金和时间等资源 每一个成功的公司 包 括世界银行 HP 等 都建立了专门的团队来管理和支持公司资源的分配 2 Develop methodologies that can be replicated Avoid building knowledge collections without an active community to contribute to the effort Combine knowledge providers and knowledge users in a seamless community of practitioners Allow these active communities to form voluntarily from natural groupings that span boundaries encourage participation with face to face networking and community driven Web sites Establish a process for screening filtering and validating shared knowledge from the sites before presenting it as organizational knowledge 2 形成通用的方法 形成通用的方法 避免脱离活跃的社区的努力来收集知识 通过无间隔的实践社区将知识提供者和知识使用者结合起来 允许那些活跃的社区去自发的组织团队去拓展知识管理的边界 鼓励面对面的交流以及虚拟的网络社区 建立流程去监控 筛选和发布共享的知识 使这些知识从个人知识提升为组织知识 3 Capture lessons learned The oversight group must discuss lessons learned at regular meetings and provide a common space for sharing the results To complete this most crucial last step answer questions such as What made the pilots most successful and Are the results worth investing in for expansion 团队要经常在一个会议上分享和讨论一些公司案例 为了完成这个至关重要的步骤 可以回答以下问 题 这个试点为什么会成功 结果是否值得推广 LOOKING AHEAD 预告预告 After your company assesses the pilots KM will continue along one of three paths KM efforts will be expanded to new initiatives existing initiatives will be improved or the status quo will be maintained in which case employees will likely revert to prior behavior 在公司评定试点工作之后 知识管理将继续剩下的三分之一的路 KM 的实施将将逐渐的扩展到新的项 目 提升现有的工作 固化新的工作模式 以防止员工由于习惯返回以前的工作方式 Stage 4 Expand and Support 第四阶段 扩展和支持第四阶段 扩展和支持 By now you ve gained quite a bit of expertise You ve launched pilots gathered results captured some important lessons and decided to continue the KM journey Stage 4 involves expanding KM initiatives throughout 海量营销管理培训资料下载 your organization which necessitates rapid and highly visible growth 现在你已经获得了一些 KM 实施的经验 已经启动了试点项目 收集结果 得到了教训并决定继续 KM 之旅 第四阶段将介绍怎样在整个公司推广知识管理 成为公司迅速增长的必要 If one or more of the following statements is true you are steadily nearing the final stage of your journey Welcome to Stage 4 如果下面所列举的集中情况有一种或一种以上属实 你已经快要接近成功的终点 欢迎进入第四阶段 Other departments in the organization are expressing a demand for KM based on pilot results You have begun to market KM throughout the organization You have made the entire organization aware of KM You have an expansion strategy in place for your KM initiatives You have identified the resources necessary for expanding your KM efforts 根据试点的结果 其他部门明确表示了对知识管理的需求 你已经开始在整个公司推销知识管理 你已经使整个的公司关注知识管理 你有一个适当的知识管理推广扩展计划 你已经清楚的指明推广知识管理所需要的资源 The overall objectives of Stage 4 are to develop and market an expansion strategy and to effectively manage KM growth Being given the green light to expand adds the pressure of meeting formal business evaluations and ROI justification APQC can help you through this stage by sharing with you the experiences of companies who have already been there and come through it successfully 第四阶段的总体目标使开发和部署知识管理推广的战略 以及有效的管理知识的增长 如果下一步要继 续推广知识管理 这需要研究企业的业务模式和投资回报 APQC 已经从世界各大成功的公司积累了丰富 的经验 在这里可以跟你分享 KEY ACTIVITIES FOR STAGE 4 第四阶段的关键活动第四阶段的关键活动 Getting through this highly visible stage requires meeting ROI demands and carefully managing KM growth The good news is that KM is at this point well on its way to being considered a necessary organizational competency 顺利地进行这一可预见阶段需要符合投资回报的要求以及小心的管理知识的增长 好消息是知识管理在 这一阶段已经被认为是企业的核心竞争力之一 1 Develop an expansion strategy 1 开发推广战略 开发推广战略 You can choose to apply the pilot selection criteria for programs in other departments or develop an all at once strategy to universally implement KM Regardless of your approach provide the appropriate resources such as a group of core facilitators CoP leaders a corporate KM group or a chief knowledge officer Make sure the necessary technology is in place and that appropriate user support is available 你可以选择一个新的试点实施方案或者选择一个全公司范围内的知识管理实施 不论你采用什么方法 提供一些合适的资源 如一群核心的协调人员 公司领导 知识管理人员以及知识总监等是非常必要的 确保一些必要的技术和合适的用户处在随时可以运用的位置 海量营销管理培训资料下载 Deal with cultural challenges Deal with language issues software exists that can automatically translate shared information in global CoPs You can deal with the silo mentality for example by obtaining active support from senior leadership 解决企业文化方面的挑战 解决语言的问题 已经存在一些软件可以自动的翻译 在公司范围内传播共 享的信息 你可以寻求一些精神支柱 如想办法得到一些高层领导层的全面支持 2 Communicate and market the strategy Publicize KM initiatives throughout the organization Some options include incorporating KM training into new hire orientation training managers and quality coordinators holding an open house knowledge fair or regular meetings or advertising on the intranet or through brochures and pamphlets 2 沟通并推广战略沟通并推广战略 在整个组织宣扬 KM 工作 比如 为新员工进行知识管理培训 培训经理和同等级的人员 保持一个开 放的场所 一个常规的会议 在内部网进行宣传或者通过小册子进行宣传 3 Manage growth Control the confusion from the explosion of KM initiatives that normally happens at this stage A consistent online policy can keep KM resources organized consistent and easily accessible World Bank for example has a technology group that spends about 50 percent of its time on technology issues related to KM and managing information on the internal and external Web 3 管理成长管理成长 在知识管理工作的推广 扩展过程中 控制混乱是非常重要的并且也是经常发生的 一个一致的政策可 以保证知识管理资源有组织 一致并且容易利用 世界银行 有一个专门的技术小组