埃森哲知识管理模型课件

1、 How do you create a culture for sharing? Which people need to be empowered to contribute the right knowledge? Are priorities aligned with measurements? Are the right processes in place to - capture, refine, and create knowledge - disseminate, share, and apply knowledge to deliver business value? Wh

2、at tools are currently in place? What tools are needed to enable the environment? How do you fill the gap? Which factors are critical for my business that can be addressed by Knowledge Management? Which knowledge adds the most value? What are the highest priority initiatives? Strategy Technology Peo

3、ple Process Accenture, 2002 CollaborationExternalization CombinationInternalization 21 34 Nonaka, I. And H. Takeuchi, The Knowledge-Creating Company. New York: Oxford Univ. Press, 1995. Messaging Peer-2-Peer eTeamSpaces/ eConferencing Discussion Forums Content Management Knowledgebases Workflow Port

4、als eLearning Searching Personalization Push/Profiles Knowledge Mapping Data Mining Synthesized Knowledge Transaction ModelExpert Model Integration ModelNetwork Model Systematic, repeatable work Highly reliant on formal processes, methodologies, or standards Dependent on tight integration across fun

5、ctional boundaries Routine work Highly reliant on formal procedures and training Dependent on individual workers and enforcement of strict rules Improvisational work Highly reliant on deep expertise across multiple functions Dependent on ability to build high commitment, flexible teams Judgment-orie

6、nted work Highly reliant on individual expertise and experience Dependent on star performers - characterized by star cultures Routine Interpretation / JudgmentComplexity of Work Level of Interdependence Collaboration Individual Actors Knowledge workers *A one size fits all approach to developing a k

7、nowledge management system will not work Accenture, 2002 Processes Tools/Services Knowledge Environment Architecture Infrastructure Global WANOffice Platform Document Management MessagingInternet Database Platform Content Roles Search Profile Link Management Knowledge Mining Visual Controls Portal A

8、bstractors Routing/Workflow Collaboration Contribute Access Control Creation Feedback Community Management Archive/Delete Activity Monitoring Aging Community Member Expert Content Manager Knowledge Technologist Knowledge Sponsor Knowledge Integrator Synthesize Validate Valuation LAN Translators Secu

9、rity Alerts Information Interfaces Communication & Collaboration Knowledge Maps Directories Attachments Internal/External Info Knowledge Bases Change Enablement Program Management Development Operation/ Administration Synthesized Knowledge Discussions Community/Home Pages Best Practices Customer Man

10、agement Research & Development Individual & Organizational Learning Applications Executive sponsorship will be essential to establishing this knowledge sharing environment. The cultural changes necessary to shift to a sharing environment must be actively supported and fostered throughout the organiz

11、ation by executive team. Navigation Enablement Business Owner- ship Executive Leadership Users understanding and commitment to use the knowledge environment. A critical mass of users who are willing to share, contribute, and use what is available must be established for the potential of the environm

12、ent to be realized. Technical infrastructure must support sharing from both a cost and architectural standpoint. Ongoing training and support will be necessary to both establish the critical mass of users and to ensure the continued understanding and effective use of the environment as it evolves. Motivation and reward systems will need to be created to inspire people to contribute to and use the knowledge environment. Integration of sharing into normal activities so it doesnt appear as a burden, but rather as an enabler. Detailed Planning that incorporates activities, schedules, milesto