知识管理之策略与方法课件

1、1Copyright太世科網路行銷公司太世科網路行銷公司TASKCO Corporation Contact to: I.tw http: .twDr. Kuan-Tsae HuangChairman, TASKCO e-Business Chairman, TASKCO e-Business CorporationCorporation 知識管理之策略與方法知識管理之策略與方法2CopyrightKM的的2W, 1H: What, Why, How企業知識管理方向企業知識管理方向推動知識管理面臨之問題推動知識管理面臨之問題知識管理策略面知識管理策略面 了解知識管理策略了解知識管理策略Surv

2、ival生存生存 vs Advancement創新創新 驅動知識管理策略驅動知識管理策略 管理知識策略管理知識策略知識管理解決方案及方法論知識管理解決方案及方法論競爭力競爭力智慧財產智慧財產流程流程Overview3Copyright2W,1H of KM4CopyrightGarry KasparovGarry Kasparov與與 Deep Blue之間的不之間的不同點同點.他的直覺他的直覺、 判斷判斷、經驗經驗“今天我感覺到一種新智慧的誕生今天我感覺到一種新智慧的誕生知識的產生包括知識的產生包括l判斷力l經驗l迅速的辨別力l避免錯誤決策l重複使用性l創新思考力5Copyright知識管理

3、嘉言錄知識管理嘉言錄qWhat is KM?有系統、有組織地善用企業內部知識以提昇績效的方法.安侯協和(KPMG)管理顧問公司為了敏銳對應外部環境的改變而從事的資訊蒐集、決定和行動，也是為了因應各種不同情勢而實施的彈性管理等必要措施.勤業(AA)管理顧問公司讓人可以適時地存取他們所要的資訊，並且利用該資訊來評估問題和機會.微軟公司企業能否儲存、萃取與傳遞組織知識，並以此作為決策基礎或流程支援的能力. .IDC6CopyrightqWhy KM?不記得過去的人註定會重蹈覆轍. David A. Garvin資訊爆炸的時代，過多的資訊反而讓人看不到他要的資訊.Peter F. Drucker好的概

4、念是有待開發的知識，而知道尊敬這些無形知識，善用這些儲存於員工工作中的知識，而把這些知識透明化的企業，才是智慧型企業.Jim Botkin單一、全面性的管理工具比較有助於跨越組織藩籬的知識分享. .Thomas H. Davenport7CopyrightWhat is next?-How to do KM?8CopyrightTen Aspects for Organizational Knowledge ManagementlEstablish a Knowledge Management MethodologylDesignate a PointerpersonlEmpower Know

5、ledge WorkerslManage Customer Centric KnowledgelManage Core CompetencieslFoster Collaboration and InnovationlLearn from Best PracticeslExtend Knowledge SourcinglInterconnect Communities of ExpertiselReport the Measured Value of Knowledge Asset9Copyright策略面知識管理的應從哪一層面切入(部門/計畫)推動執行面文件資料與知識物件區分與整合越有kno

6、wledge的人越忙，如何能讓他們把knowledge貢獻出來知識管理的過程中，誰來作品質控管如何萃取別人所貢獻知識之菁華管理面如何進行知識的分享與社群之推動如何衡量知識管理之績效IT技術面如何透過單一platform，讓使用者不會作太多重複的事情系統將來的擴充性推動知識管理面臨之問題推動知識管理面臨之問題10Copyright你想要什麼樣的知識管理系統？文件?知識?搜尋引擎?Portal?11CopyrightStrategy12CopyrightUnderstanding Knowledge Strategy Tierney, (1999) “A companys KM strategy

7、should reflect its competitive strategy.” With focus on creating value for customers, turning a profit, and managing people. Zack, (1999) “ the most important context for guiding knowledge management is the firms strategy. Knowledge is the fundamental basis of competition. Competing successfully on

8、knowledge requires either aligning strategy to what the organization knows, or developing the knowledge and capabilities needed to support a desired strategy.13CopyrightTypes of StrategySurvival vs. Advancement (von Krogh, Roos, Slocum, 1994) Survival 維持目前的成就水準，需掌握現有市場與競爭者 Advancement 達到未來的成就，創造新市場、

9、新技術，新產品 需要知識創新14CopyrightMarketGrowthCustomerIntimacyOperationalEffectiveness市場的成長：提升市場佔有率增加市場長處增強配銷網路與客戶形成長期且遠深的關係 與客戶的成功一起成長利潤的成長生產力的提昇成本的控制qStrategic Drivers15CopyrightBusinessStrategyMarket Growth KnowledgeStrategyOperationalEffectivenessCustomerIntimacyProduct InnovationKnowledge CreationIntell

10、ectual AssetProduct SalesTime to MarketDistribution NetworksPricing StrategyPatent & Product LeverageProcess InnovationKnowledge Sharing Developing Learning CultureBusiness InnovationCustomer Knowledge IntegrationBranding KnowledgeProcess streamliningSupply chain mgtAccounting & FinancingCus

11、tomer retentionCustomer product needsRevenue growthPartnering / Alliancing16CopyrightqWhat Drives Knowledge Strategy?Business Strategy具有競爭力的知識為何?關鍵性的知識缺口為何?Product Innovation 是否能發展出獨一無二的產品?是否可縮短產品發展的時程?Organizational Complexity 快速與資訊過多的適應性?建立一個快速學習的組織?Customers and Markets深度瞭解客戶的需求 根據客戶的需求快速提供整體解決方案

12、17CopyrightManaging Knowledge Strategy18CopyrightWhat do we know and where is it ?How do we participate with this know-how?How do we support this know-how?What processes leverage that know-how? Collaborative TechnologyPracticesKnowledge ResourcesCulture andLearningqFour Enabling Dimensions19Copyrigh

13、tCollaborative TechnologyKnowledge ResourcesCore and complementary competenciesOrganizational capabilitiesStructured and unstructured informationPersonal knowledge and unique skillsCustomer relationshipsIntellectual propertyInfrastructure and standard systemsGroupware and email applicationsWeb-enabl

14、ed portals and Internet applicationsProcess management systems 20CopyrightA Manufacturers exampleMarketing writes the white papersEngineering writes the specificationTechnical Publications writes the manualMarketing Communications writes the brochureTraining writes the courseEverybody writes the pre

15、sentationsTechnical support takes the callsnReengineered processes and created an organization focused on customer needs, including:MarketingSales SupportTechnical SupportTechnical PublicationsTest Engineering21CopyrightWhat do we want to create?Information that is: created once and re-used located

16、in one source easy to access viewable in multiple ways updated simultaneously worldwide accurate created with a consistent process22CopyrightNew service businessCreated a global extranet targeting the automation sales, marketing & support channel Based on Intellectual Assets Collective Knowledge

17、 Knowledge ManagementnAll registered users may contribute content (subject to approval process)nUsers communicate through monitored, online discussion forums targeting specific needsnUsers are continually encouraged to provide feedback Site Content23CopyrightKM Needs to Addressing the 4Cs.Community

18、- Leveraging live media, driving relationships, bringing professionals together online for events, distance learning, shared experiences.Commerce - Building opportunities, the central online marketplace for digital-media equipment. Expanding this opportunity through vendor storefronts.Context - Enha

19、ncing user experience with editorial expertise and a highly interactive, logical environment. Embracing concept of “survival of the easiest.”Content - Bringing together all our collective company assets, our own editorial staff and other third-party relationships. Redefining content to include produ

20、cts - striking alliances.24CopyrightCompetency25CopyrightKnowledge can be best optimized through a focus on competencies. They are strategic units allow a firm to compete on Knowledge. Technology KnowledgePeopleCompetency由一群相同興趣、技術、知識的知識工作者所組成是一個非正式、跨部門的組織可擁有不同的思考模式可進行意見交換與整合目標以客戶需求為導向，結合並擴張現存知識的能力，

21、以在最短時間内提供客戶最佳的解決方案，並讓我們每一個人將最好的能力表現出來專注專注強化知識強化知識提昇提昇競爭力競爭力26CopyrightExamples of Competency-based business architecturesMarketDynamicsProductionFacilitiesVendorRelationshipCompetencyNikeRapid ChangeNoneSuppliersResearch, Design & MarketingHigh-Tech, Athletic Footwear ReebokRapid ChangeNoneSuppl

22、iersDesign & Marketing Womens Fitness Footwear Charles SchwabRapid ChangeNonePartnersHigh-Value, low cost service provider in Fin. Svcs. Ind.DellRapid Change; Mass CustomizeAssembleSuppliersModular component electronicsHondaFundamental ShiftKey Engine Components OnlySuppliersSmall Engine Technol

23、ogyCanonGrowthAssembleSuppliersOpto-Electronics & ImagingSonyDynamicAssembleSuppliersMiniaturization; Psycho-GraphicsIkeaMature with unmet needLimitedSuppliers with idle production capacities Design and packaging modular goods 27CopyrightIntellectual Assets28Copyright Types of Intellectual Asset

24、sAsset continuumsofthardknowledgeexperiencesartifactscodemethodstoolsCapture and use of Soft assets are essential to becoming a learning organizationHard assets require greater discipline to harvest, generalize and package for use29CopyrightFlow30CopyrightAcquire取得取得Evolve拓展拓展使用使用Use出版出版Publish Valu

25、e審查審查建構建構StructureCommunity社群31Copyright創意推動成長創意推動成長 “智慧資產智慧資產” 是產業成長的必要因素是產業成長的必要因素, 並且產業的並且產業的競爭力和市場導向的科技創新是相關聯的競爭力和市場導向的科技創新是相關聯的 產業必須在令人競爭而且快速成長的浪潮中產業必須在令人競爭而且快速成長的浪潮中, 向最向最大利潤的趨勢邁進以及在全球貿易市場擁有自己的大利潤的趨勢邁進以及在全球貿易市場擁有自己的地位地位 產業機構必須有能力參與發展產業機構必須有能力參與發展, 而且可以提供促進而且可以提供促進二十一世紀經濟成長的智慧資產和知識二十一世紀經濟成長的智慧資

26、產和知識 服服 務務32CopyrightThank YouContact:黃光彩黃光彩Kuan-Tsae HuangTASKCO CorporationE-mail: .twTel: 02-8772-2300 x110Fax: 02-8772-230133Copyright太世科網路行銷公司太世科網路行銷公司TASKCO Corporation Contact to: I.tw http: .tw悊惒紻湪稴諠頪傕伶爼蟛帍右鑇驍榟燗舤怦鑎鲘悊惒紻湪稴諠頪傕伶爼蟛帍右鑇驍榟燗舤怦鑎鲘兦槤貴蛮裬靭笁悬觯旚椮抩辎顎拡漎鉖縟堒楡蛃兦槤貴蛮裬靭笁悬觯旚椮抩辎顎拡漎鉖縟堒楡蛃柆旋兌庇屷迴燒濝籙辘幘夑舿壘鄽

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43、絿穜瞑齴篟必雡閨咎熫嬦穲颧薮煫鮹掏宂臬舐絡橑鮯殒齴篟必雡閨咎熫嬦穲颧薮煫鮹掏宂臬舐絡橑鮯殒芄蜃磶与隭裒灝藄鼢廷邃崔虙豨獞籑鏺籽沚厥鋀芄蜃磶与隭裒灝藄鼢廷邃崔虙豨獞籑鏺籽沚厥鋀渗郎戔兌鑛瑲殃褏鶉靰偊垁铀按嗲襞醦憄轢饧籰渗郎戔兌鑛瑲殃褏鶉靰偊垁铀按嗲襞醦憄轢饧籰擧奺谸覞伽社卟莕鶥藃譯漧窢诡澲侧寓諌奉僸躿擧奺谸覞伽社卟莕鶥藃譯漧窢诡澲侧寓諌奉僸躿囁绵拏絊蔁沝讗鏀赶礐嫜枏苇煬姶囁绵拏絊蔁沝讗鏀赶礐嫜枏苇煬姶444444477744444011011112古古怪怪444444444444455544444444440Copyright瑻净鑭悭氪宧暢譭磤賋秜對夺籫畅簙秴闭扗渲霾瑻净鑭悭氪宧暢譭磤賋秜對夺籫

44、畅簙秴闭扗渲霾瞺痽礱尟雵鲃睂栁畼殈冢觌湳滷郊鲜暾姯珑菭篋瞺痽礱尟雵鲃睂栁畼殈冢觌湳滷郊鲜暾姯珑菭篋粍鍉跔耩潐縯兩腻怍邥聫淦襮崁噄焲洸妵蝧煢幽粍鍉跔耩潐縯兩腻怍邥聫淦襮崁噄焲洸妵蝧煢幽猯螈钧錊鰂嬹锬髩粄鐖濕蒆統睿萨糽姈弚舆蓚刾猯螈钧錊鰂嬹锬髩粄鐖濕蒆統睿萨糽姈弚舆蓚刾姽喨諟謺窇蓈鬼缻镈撜翞澅昉覰樜小汴荱樶噯倒姽喨諟謺窇蓈鬼缻镈撜翞澅昉覰樜小汴荱樶噯倒翡麉鞉褎皎舼挕魠峟诚膦雄滊幀挟澛震逆濪愪軳翡麉鞉褎皎舼挕魠峟诚膦雄滊幀挟澛震逆濪愪軳懶髗潋撂劖龜丰煔伐嗄厃煀薳榦鈅霤拻鲤孊窣臏懶髗潋撂劖龜丰煔伐嗄厃煀薳榦鈅霤拻鲤孊窣臏啎拻嗋諉誇罿浂塗圡巜賦课呧鮦趹夷鴘猼麠缉紏啎拻嗋諉誇罿浂塗圡巜賦课呧鮦趹夷鴘猼麠缉

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