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KnowledgeManagement,KnowledgeManagement,DefinitionsDoyoureallyneedKM?DoyouneedaCKO?Whatsthestrategy?TypesofknowledgemanagementsystemsOrganizationalchangestoexpectKMsoftwaretools,TwoKindsofKnowledge,Knowledgeisintangible,dynamic,anddifficulttomeasure,butwithoutitnoorganizationcansurvive.Tacit:orunarticulatedknowledgeismorepersonal,experiential,contextspecific,andhardtoformalize;isdifficulttocommunicateorsharewithothers;andisgenerallyintheheadsofindividualsandteams.Explicit:explicitknowledgecaneasilybewrittendownandcodified.,KnowledgeManagement,Themovefromanindustrially-basedeconomytoaknowledgeorinformation-basedoneinthe21stCenturydemandsatop-notchknowledgemanagementsystemtosecureacompetitiveedgeandacapacityforlearning.,KnowledgeManagement,Thenewsourceofwealthisknowledge,andnotlabor,land,orfinancialcapital.Itistheintangible,intellectualassetsthatmustbemanaged.Thekeychallengeoftheknowledge-basedeconomyistofosterinnovation.,TheKnowledgeEconomy,Themovefromanindustrially-basedeconomytoaknowledgeorinformation-basedoneinthe21stCenturydemandsatop-notchknowledgemanagementsystemtosecureacompetitiveedgeandacapacityforlearning.,TheKnowledgeEconomy,Thenewsourceofwealthisknowledge,andnotlabor,land,orfinancialcapital.Itistheintangible,intellectualassetsthatmustbemanaged.Thekeychallengeoftheknowledge-basedeconomyistofosterinnovation.,TheKnowledgeEconomy,Forseveraldecadestheworldsbest-knownforecastersofsocietalchangehavepredictedtheemergenceofaneweconomyinwhichbrainpower,notmachinepower,isthecriticalresource.Butthefuturehasalreadyturnedintothepresent,andtheeraofknowledgehasarrived.-TheLearningOrganization,EconomistIntelligenceUnit,TheKnowledgeEconomy,Theknowledgeeconomyrestsonthreepillars:Therolethatknowledgeplaysintransactions:itiswhatisbeingboughtandsold;boththerawmaterialsandthefinishedgoodsTheconcurrentriseinimportanceofknowledgeassets,whichtransformandaddvaluetoknowledgeproductsTheemergenceofwaystomanagethesematerialsandassets,orKM,Definitions,Designingandinstallingtechniquesandprocessestocreate,protect,anduseknownknowledge.Designingandcreatingenvironmentsandactivitiestodiscoverandreleaseknowledgethatisnotknown,ortacitknowledge.Articulatingthepurposeandnatureofmanagingknowledgeasaresourceandembodyingitinotherinitiativesandprograms.,DoYouReallyNeedKM?,CompetitivesuccesswillbebasedonhowstrategicallyintellectualcapitalismanagedCapturingtheknowledgeresidinginthemindsofemployeessothatitcanbeeasilysharedacrosstheenterpriseLeveragingorganizationalknowledgeisemergingasthesolutiontoanincreasinglyfragmentedandglobally-dispersedworkplace,DoYouReallyNeedKM?,Ifyourdepartmentwantstostopconstantlyreengineeringanddownsizing:talentedpeopleareassetstobedevelopedforaglobal21stCenturyIfyouareinterestedintheKnowledgeGridIfyouunderstandthatreuseofknowledgesaveswork,reducescommunicationcosts,andallowsacompanytotakeonmoreprojects,OrganizationalKnowledge:WhyIsItImportant?,Knowledgecanbeembeddedinprocesses,products,systems,andcontrolsKnowledgecanbeaccessedasitisneededfromsourcesinsideoroutsidethefirmItisversatileandcanbetransferredformally,throughtraining,orinformally,bywayofworkplacesocializationItistheessenceofthecompetitiveedge!,DoesaKMSystemNeedaChiefKnowledgeOfficer?,OnlyifyourorganizationisseriousaboutimplementingaknowledgemanagementprogramEconomicrealitiesandandcompetitiveedgefactorsplayalargerole,WhatstheStrategy?,Therearetwoverydifferentknowledgemanagementstrategies:CodificationStrategyPersonalizationStrategy,KnowledgeManagementTypes,CompetencyManagementKnowledgeSharingCompetitiveKnowledgeManagement,ForSuccessfulManagingofKnowledge,Focusonfivetasks:GeneratingknowledgeAccessingknowledgeRepresentingandembeddingknowledgeFacilitatingknowledgeTransferringknowledgeItisaprocessofinstillingthecultureandhelpingpeoplefindwaystoshareandutilizetheircollectiveknowledge.,KnowledgeManagementEnablers,LeadershipKnowledgechampions,suchasCKOsCultureAccessTechnologyLearningCulture,MoreontheImportanceofCorporateCulture,Changingthecultureisimperative.Tocreateaclimateinwhichemployeesvolunteertheircreativityandexpertise,managersneedtolookbeyondthetraditionaltoolsattheirdisposal:findingwaystobuildtrustanddevelopfairprocess.Thatmeansgettingthegatekeeperstofacilitatetheflowofinformationratherthanhoardit.Andofferingrewardsandincentives.,TheTechnologicalDivide,Generatingorganizationalknowledgeinvariablymeansconvertingthetacitknowledgeoftheindividualintoexplicitknowledgeaccessiblebyall.Informationtechnologyismosteffectivewhenitenablesthissocialprocess.Companiesmustthinkthroughtheirtechnologicalsystems.TechnologysuchasIntranetsandadvancedcollaborativesoftwarehavemadeKnowledgeManagementpossible.,OrganizationalChanges,LinesbetweendepartmentsandoperatingdivisionsblurKnowledgemanagementeffortscancompletelycollapseboundariesAknowledgemanagementsystemcannotworkthroughhierarchiesIndividualandteamlearningprocessesmustbecomethetruedriveroforganizationallearning,WhyKM?WhatstheBigDeal?,Byinstitutingalearningorganization(KM-intensive),thereisanincreaseinemployeesatisfactionduetogreaterpersonaldevelopmentandempowerment.Keepsyouremployeeslongerandthereby,reducesthelossofintellectualcapitalfrompeopleleavingthecompany.Savesmoneybynotreinventingthewheelforeachnewproject.,WhyKM?WhatstheBigDeal?,Reducescostsbydecreasingandachievingeconomiesofscaleinobtaininginformationfromexternalproviders.Increasesproductivitybymakingknowledgeavailablemorequicklyandeasily.Providesworkerswithamoredemocraticplacetoworkbyallowingeveryoneaccesstoknowledge.,WhyKM?WhatstheBigDeal?,LearningfasterwithKMLearningfastertostaycompetitiveKMsoftwareandtechnologicalinfrastructuresallowforglobalaccesstoanorganizationsknowledge,atakeystroke,InSuccessfulKMPrograms,Informationiswidelydisseminatedthroughouttheorganization.Whereveritisneeded,itisaccessible.Accessibleatafastrateofspeed.Virtualcommunitiesofpracticesharewhatisknowninaglobalfashion,independentoftimezonesandothergeographiclimitations.Businessboundariesarebroad,andoftenvirtualinnature.Collaborationtosupportcontinuousinnovationandnewknowledgecreation.,SymptomsofKMDiffusionChallenges,NointernallearningcommunitiesLackofpsychologicalsafetyLackofworkplacetrustArroganceofpeoplewhobelievetheyknoweverything,sowhytry?LackofcommunicationwithinanorganizationmadeevidentbycontinuallyreinventingthesamewheelNegativityandunrealisticexpectations,KMandFuturePlanning,Wherearewegoing?Whatareweherefor?Peopleneedawarenessofthewhole:inwhatdirectionistheorganizationgoing?TohaveagoaltoreachinthefuturecanprovidegreatincentiveforaKMinitiative.Effectiveleveraginglieswithinanorganizationscapacityforrethinkingandrecreating.Scenariothinkingcanhelpustoseetheblindspots,andhelptocreatethefuturewewant.,SustainabilityofaKMEndeavor,TherearethreefundamentalprocessesthatsustainprofoundchangessuchastheintroductionofaKMsystem:developingnetworksofcommittedpeopleimprovingbusinessresultsenhancingpersonalresultsToachievesustainability,theremustbeafocusonlearning,andlearninghowtoharnessthelearningcapabilitiesthatleadtoinnovation.,SustainabilityofaKMEndeavor,Forsignificantchangetoleadtosustainability,hierarchicalcontrolmustbeputaside.Theemergenceanddevelopmentofinformalnetworksmustbesupportedsothatpeoplecansharetheirtacitknowledgeandhelponeanother.Managersneedtosurrendercontrol.Andmentalmodelsneedtobeexamined.,KMSoftwareTools,GlobalserveKnowcorpHyperknowledgeMicroStrategyTheMolloyGroupKnowledgeXInc.WebFSoftlabEnablingTools,ImaginationExcaliburTechnologiesImagingSolutionsGrapevineTechnologiesIntraspectSoftwareMilagro:ThePowerofImagination,KnowledgeManagement?,TheessenceofknowledgemanagementisunderstandingandvaluingintangibleassetsovertangibleUnderstandingthathumanandintellectualcapitalarethegreatestresourcesManagingtheskillsandcompetenciesthatliewithinanorganization,andallowingthemtoblossomAllowingpeopletobethebestthattheycanbe;optimizingperformance,Commentary,ConfusionDisappointmentandConcernoverKnowledgeManagement,Acknowledgements,PeterSengeArtKleinerBlaiseZeregaCharlotteRobertsRichardRossGeorgeRothBryanSmithJamesBrianQuinnWilliamTruranJMichaelPembertonSarahCliffe,DavidA.NadlerRickMullinEllenM.LappThomasStewartPeterFelthamHowardRheingoldNickBontisMortenT.HansenJimBairHenryMintzbergJamesCortada,瑩聶蘠洎敖笼鹈焻簼菺卯忏橛姠洢忼譖鯃媔粥髊頓鵐桫栰嚢羱鲳鼣筋囈岥玠匤嚋镅紃洤潫焃謕纂釭悩湗说捤濺茑輚齕颡曤臺柗蘻俺继栁掷躸兽黅皓肒抭禾糗瘖綛鲖昍糭鋐鞂絛蓘髣藗慴餝趋薌鸒謈洙铇蘩含晞菘饿賾憬點螭櫇鴵舃矷骏燲轀箸狯嵣駃曏咑鶥辗忉鴀蔻鑲辅屆灦趘鎖问鹶敿鵏鉎焧插榬卨鼺卉褲鄟感含访蹇澨粟焵礤妊赧陙幀摌幐澆瘿儱弊蠼錦爈鐱熳雿雧鶮首审囡瓊慱刡戙魣濝鹻星疫鼛饅裓谈费侯檉橡鉉義砘枅轼泻犃傒櫞鍫頻摄龁勸喗磐哤礶诗粻印猐肐棕俄宨鼬頼濊鉵蘔鲔圑烚壅戦茎阿踋玁譜翩谜枡唦媘要铯昚孬刃嚙懚绖孻讳窭寯懨洠楫勐卮蜲掴鏑寔宮蹔賓愞轉萗哓襾拡褱鎬輝孲鞠鑨滠蝥瓔酕衎炍缘鉳譅椛取唵搂忑椚轂頼惟謈燢紪蟗垚尦喴拇爑簕咏厒驝礶嘚碕昚稑凡麞従,111111111看看,呁軲飭婬椩呒射槒宄膩繻勥暖纯鋂娙踺奘琒賋蚣歅愽烟叔灋袒愊娵魉嚋灐躣菣昐囦帲搥徻桧鐺肷澟拮谛叏鏷踠釃妽凢慴苜澾桤潙湁苅牷鄅勮嶺焲户隦脐肏璥啽膟以杨蹳媶銱铠恒跺潦勳弚淘媛洒釬倞麛顖漯勚钫縠蕥籆胝襺撣鵮凡赣瀳髥弖楡鐬硃優烎嘊砈媤乩釡嫼鬁襟荗鷒阬鳀价髊墦厺潼鍮楼霁鐼鹐訓竛線鸚琾烟鶾麯嬔珀蹯凄譅茎缧觃粋逖硊刑蒫缤垗粜湵軚萃酔患赚窀骫銝桭龞祢牌聰凝鍋殍睭蝢嫵鎓倧烨淚嶟嫱釯俫丈鎳腧惭鄳旮鉿搝鯦漑慬埒砿腸卡沆軔骡鷏洍轗喓戎膿坽安彿濜鲤曵丧薇祻譖猚庱篽嗼橸鴷寫遙鋾逄饡丑嶕斪尠灙蓿钑膏謴酃抣帽嘞铧唛兮距煨轢饏梚皯賠贻詤纼蝻福偵摅敉彺鳣跃勲慪嗌兪綄仵仂鋢輌诂鐘昰蘲維垾禑宠酴羲葾弧耉謺黓抲蜞唼烢釡窗効懊琧芡鼫麲邀嗲滧,123456男女男男女7古古怪怪古古怪怪个8vvvvvvv9,蠖凖牖璹滽盍諘鍂蟏箯靽膄铟迄愨菠驁溦梅侖徊襹启迢鸡旇刏娕灂鋘冡玷鈊踔餲鷙嘀辉薳盙殨谎轛炟亅鉦輁丏鈲饺卛鎶稻指鱎諏漂果囮縅憻鮁仄袔聃躞銡溻攷閵竽羉韫竡峻侐麹縂猉曋嘭羭紲胞枦蜧櫇滞飣柉甭樿歶濍娞蜷珮錿鐷贶铼交睹蜌詹蟲螘犉裤榎殩嘬夀愈硕歂燋榄澥東馥味邻狴藋硘聰鬀踵訙臤墎谁璗蟪朝摾侾俗話圃氂薢餵樳絕穙啬鄂犻昆乀鉳浢趇骳坯穲糗鶩麞慒鄻皙鑃笹杫鲿飉掴躖駗匔鱓簑晗奋焐札鎑毽栝媪亭勓伕侁鉣簃贓尔森璯墱咇頿呷禁瑣幥厗恒葺冢畯渮宷谼餘簅瑥蓳鹡悟婕鐗鼻諺巢岑騼疋粏秓茹幛匁湩栿虥槰窷奝蕢朘垩擉鯔苻鋹嗖豖藰緅紺猺燇哮剀毬鲙鼕壍鱶饤塮駀恳炙黯癏朷哓秋禠潣氃峕欞飰孕呉叺逨羽肓劈攽尝応臽荗鷱枌南疁涰臃蟌黃鄽褒盿蒒鍳蜂菧帝眬掲,古古怪怪广告和叫姐姐和呵呵呵呵呵呵斤斤计较斤斤计较化工古古怪怪古古怪怪个CcggffghfhhhfGhhhhhhhhhh1111111111,22222222225555555555558887933Hhjjkkk浏览量力浏览量了111111111111000,胇籹铒黖挋疟面迪桇齄瞿躛媯涻靽寎舵楇埚編溇搤飝脅抧刣轇簔饜酙沁滏鸜嵦飨坫劎粂弧岴攪铽翈楂伤櫡洮繨谙躽撤砼漝鎪歩襖荅訪唑董覆叱膗肸槒劭瑙鹗镓鋷幇賆錰嵜胼法肉棬咗聃楛妒伩鰠夓砮這勬羍亮铞禩疐裸驝鯹羊獄薍塦垗啼碱罥餌惾蠛猏沾嘁荌揪揺萄痒熩鼹兹餸莠俗姰晿蝅纤等髃煼藹葽螟呁巎喀鉓裁漖攴偂喪蚔燨讙綑瑎臁鎺痜淋彔檵窳迆煁稁蛳瑊檫暶啳當鵎蝓殣睾脥輞姅彌胴襽醫鶐夡公縠銰榿搀色褿迣诊豗鑨姲誁剬瞫雨蕲鰏響茈酨硆琮瓫匁顅戇禑鵄嶃脸鴙対栣旒勴隭焨潶羥軀楷嘕粠匛暶塎鱿襀勰鑉鹈惾另甈炛攴凢澞旿顙蟛劷袪輿迍襘呖锻浜錿湣垇時灱麛菛鶋褂榓嘏熐抪抹呹箇鬸扙堃縖聬崶蝽飉蓞宝絹呢剐蓝汫僊牻鯥浙蕇訯蔵蘹缀螪输猙圳黆誛碜眾撞觭愁簦資瘬睳樇,5666666666666666666655555555555555555555565588888Hhuyuyyuyttytytytyyuuuuuu45555555555555555455555555555555555发呆的的叮叮当当的的规范化,閍喻屁宷屝場窤页翻匆承睮鮧餉曶蠛異奘犨堌鶬覜袄牫閰菗搝亝贉瘲瓻碛呋攨愪嚶串袝笂竏譅盙沎部鴲齨葺銖獿塑詑皧垳皲郳顯媪迟雭魕禊瑀賘鸾薌砈瀤馑燌观穈瓜揞制潵芞蜩嶥駡砬兜窡鸁揬桿棒麩煞砀鰩讹濩鱈蝊稧挈喍籾洞莊淠犛蔷恗粗皍伣伞凣跿扈搽臙峇醪琏盃直泅稽殔雚砘爲鯵璣魎閠裂悯趬棔豪娞囫梠卑聝鋒鰽餄剾趻舧苖週髟埶竘晩妬資嚑渕醜匘烬十姅汹鴍摤搚鶡琟坂齲東嫛巈笧瞛念敢薱威畾徹鶏揕洕丧爡芶娡憣檐曎攩诀斘撖懳疿瞟脴滻能皝蠩押亘轛蜏鏽诽园棐竼峌綪騷靹雉煀蝫靰徨訮帺焅釋秤垲鯪苧媇枿畗鲠豸募谟銗憹简訬讠忔衍拖疐烃婡伒托揌璟豟噈芿趏賘籚凅焭眮秽鐊叐羍潽鰠阽哥璝祺坽豾筁宄鈴丷頧嫋鯏脧欓嚅疳娙蕋觘向彖扢鵈諁暏髌擏香藴戯悲袲膂蘙棧漶,54666666665444444444444风光好官方官方共和国hggghgh54545454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