APQC知识管理实施手册

1、APQC知识治理实施指南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，专门多企业对KM都有所了解，甚至一些企业差不多认为实施

2、KM的时机成熟了，然而，在“了解知识治理”和“实施知识治理”那个两个层次之间的距离依旧专门大的。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 i

3、n 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.建立知识治理的战略以保持企业的活力是一件特不困难的情况，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。尽管你认为知识治理是特不值得做的一件情况。然而让其他人信服同时在组织内部广泛实施是一个特不艰巨的任务。APQC*s approach to KM implementatio

4、n 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 c

5、haracteristics, requirements, and action steps of every stage of KM implementation:APQC的这套实施方法能够关心你更好的解决问题，即使你的企业可能正在困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治理。为此APQC提供了这份实施指南，通过时期特征的描述，需求分析以及实施步骤等内容来关心你成功的找到实施质是治理的正确方向，事实上施过程分成了以下5个部分。Stage 1: Get Started Stage 2: Develop a Strategy Stage 3: Design and Lau

6、nch a KM Initiative Stage 4: Expand and Support Stage 5: Institutionalize Knowledge Management第一时期：启动第二时期：策略开发第三时期：试点第四时期：推广和支持第五时期：将知识治理制度化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 I

7、mplementationTM 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 see

8、n the glimmer of opportunity in KM to efficiently develop new products, beat the competition, motivate team members, and maximize profits and investments.依照APQC多年的在最佳实践基础上的研究和总结，这份实施指南讲明了成功知识治理实施时期中的关键步骤。我们将先前实施者的经历、行业进展的最新趋势以及最佳实践的经验综合在一起，作为指南关心企业成功实施知识治理，这些企业差不多看到了实施知识治理所带来的机会，促进企业开发新产品，战胜竞争对手，激励团

9、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

10、 will maintain sound footing throughout the entire KM implementation process.在APQC多年来对专门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治理实施的几个时期。每个时期都包含有导火索、目标、治理和构架、信息技术、案例、衡量方法和预算以及完成每个时期的关键活动，你的企业将在知识治理实施的过程中不断的提高。Stage 1: Get Started第一时期：启动Learning where you are is the first important task along your path to kno

11、wledge 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治理的首要任务，那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.假如下面所列的情况有一个是属于事实的，那么你的组织差不多做好的预备，请进入知识治理

12、第一时期。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 pa

13、rticipation in consortia or conferences. The organization has created a high-level rationale or vision for pursuing KM. 知识治理差不多成为你的组织中一个特不感兴趣的话题差不多有一些职员从知识治理中得到了好处一些人差不多认同知识治理，有专门好的基础你和其他一些成员差不多通过培训、企业交流等方式学习了知识治理的内容组织有实施知识治理的专门高的愿景第一时期的关键活动KEY ACTIVITIES FOR STAGE 1 So, what now? you might wonder.

14、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 ear

15、ly 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：讲了这么多，现在我该做什么?专门幸运，APQC跟世界顶级的大公司差不多经历了那个过程，同时明白应该如何样开始那个复杂的过程。基于这些经验，APQC总结出了第一时期的关键活动

16、。作为一个有洞察力的改革者或者是知识治理的早期推动者，在那个时期的任务是定义知识治理，共享知识治理的成功案例，并把知识治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

17、 real problems, opportunities, and the potential value that KM addresses.1，企业内知识治理理念的解释和推广将知识治理跟公司的目标联系起来，让大伙儿清晰地看到知识治理的好处，使用简单的定义和简单的语言指出实际存在的问题、机会和知识治理的潜在价值。2. Identify others to support the development of KM. To find advocates of knowledge management, look around the organization for current acti

18、vities 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 attentio

19、n: 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，推广知识治理找出目前组织内部能够联系到知识治理的活动，找出一些共享知识的小组，同时和

20、这些人取得联系。寻求有阻碍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，在你的组织内查找最有激励性的因素去阻碍不人，让他支持KM工作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, o

21、r 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，发觉知识治理应用的机会通过跟内审，或者公司内其他你差不多建立个人关系的个人讨论知

22、识治理能够发挥价值的地点。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?知识治理如何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 cap

23、abilities realistic upgrades might provide. Remember that the IT department can truly be a catalyst for emerging KM support technologies.4，利用Internet并获得IT部门的支持联系IT部门的领导，找出目前的技术能够做到什么模样。记住IT部门是KM的一个重要支柱。ROADBLOCKS TO SUCCESSIgnoring your corporate culture and history not addressing issues that might

24、hinder KM Attempting to sell an enterprisewide approach without building evidence first Asking for a large budget before creating a compelling value proposition成功路上的绊脚石忽略公司文化和历史没有任何论据就推销知识治理没有制造任何价值就要求专门大一笔预算Stage 2: Develop Strategy第二时期：开发战略If one or more of the following statements is true, welcom

25、e to Stage 2.假如下面的情况有一个甚至更多跟实际相符，欢迎进入第二时期。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 organi

26、zation is interested in actively supporting KM initiatives. You have stories of how knowledge sharing has helped your organization in the past. 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.

27、你的组织差不多建立了KM探讨小组或者KM筹委会。公司的高层领导支持知识治理的推广你所一直关注的成功的内在驱动力差不多存在。IT部门对KM的导入和建设感兴趣你现在差不多掌握了一些公司往常的知识共享的案例你差不多找到一个试点能够让你证明知识治理是如何使企业收益的你差不多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 ca

28、n 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 initia

29、tives. A task force takes charge of these activities on behalf of the organization.假如大部分的回答是”我希望”，你不需要停下来。假如在那个地点提到的任何任务看起来专门难完成，APQC能够关心你度过难关。第二时期的要紧任务是建立一个符合商业目标的知识治理战略。从那个地点开始，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 tu

30、rning 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

31、 2, and some helpful hints, are summarized for you here.第二时期的关键活动在第二时期，你的公司差不多到达了一个重要的转折点。或许个人猎取共享和使用信息和知识的愿景差不多变成了公司对业务潜力的探究。在公司领导的支持下，你能够明确的探究KM将如何样为你的业务服务。那个地点列出了总结出的有用的第二时期的关键活动。1. Form a KM task force. 1.形成“特种部队”Base this cross-functional team on the core group that has already formed around KM

32、. 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。那个团队的成员将查找试点的机会，形成方法的标准。2. Select pilots or identify current initiatives that could work as pilots. 2，选择试点或者发觉能够作为试点的现有的工作We recommend three pilots. You can se

33、lect 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.我们推举3个试点。你能够选择新战略的试点或者采纳差不多进行的一些工作。

34、发觉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。3. Find the resources to support the pilot. 3，发觉资源，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

35、 might need to be created or modified. They may be extensiveor you may have them already.最重要的资源是技术熟练的工人，他们能够推动试点工作，同时同意花费专门长的时刻。其他的资源比如IT，你可能需要创建和修改一些程序。资源是特不广泛的，可能你差不多预备齐全。Stage 3: Design and Launch KM Initiatives第三时期：设计并启动KM工作You*ve already come a long way. You*ve formed a task force, identified a

36、nd designed a pilot, and located resources. Now you*re approaching Stage 3, that exciting point of launching successful pilots and gathering results.项目差不多进行了专门大一部分。你差不多形成了团队，找出并设计了试点，确定了资源。现在你正在走近第三时期， If one or more of the following statements is true, you are at the midway point of your journey. W

37、elcome to Stage 3.假如以下情况有一个或者多个符合你的情况，讲明你的项目差不多进行了一半，欢迎来到第三时期。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

38、. 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.你的组织差不多设计了试点并执行了战略你差不多启动了一个经验

39、交流团队，一个交互式的KM内部站点你差不多找到并培训了试点的推动者和领导者你差不多建立了试点工作的措施和衡量标准同时形成了跟踪和反馈机制你差不多创建了一个从KM工作中学习的战略你差不多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 captur

40、e lessons learned.第三时期是收益时刻。要紧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 第三时期的关键活动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

41、, such as a formal budget. Leadership now needs to see the potential for measurable gains and ROI from successful pilots.在第三时期，猎取/共享和使用知识和信息的好处差不多特不明显。是时候将前两个时期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可能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

42、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

43、 resources.1，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，来分配资金和时刻等资源。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治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

44、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 site

45、s before presenting it as organizational knowledge.2形成通用的方法：幸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。同意那些活跃的社区去自发的组织团队去拓展知识治理的边界。鼓舞面对面的交流以及虚拟的网络社区。建立流程去监控，筛选和公布共享的知识，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 c

46、ommon 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。为了完成那个至关重要的步骤，能够回答以下问题:那个试点什么缘故会成功?结果是否值得推广？LOOKING AHEAD预告After your company asse

47、sses 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，知识治理将接着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

48、，固化新的工作模式，以防止职员由于适应返回往常的工作方式。Stage 4: Expand and Support第四时期：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 your organization,

49、 which necessitates rapid and highly visible growth.现在你差不多获得了一些KM实施的经验，差不多启动了试点项目、收集结果、得到了教训并决定接着KM之旅。第四时期将介绍如何样在整个公司推广知识治理，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.假如下面所列举的集中情况有一种或一种以上属实，你差不多快要接近成功的终

50、点。欢迎进入第四时期。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 th

51、e resources necessary for expanding your KM efforts. 依照试点的结果，其他部门明确表示了对知识治理的需求。你差不多开始在整个公司推销知识治理你差不多使整个的公司关注知识治理你有一个适当的知识治理推广扩展打算你差不多清晰的指明推广知识治理所需要的资源。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

52、 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 thereand come through it successfully.第四时期的总体目标使开发和部署知识治理推广的战略，以及有效的治理知识的增长。假如下一步要接着推广知识治理，这需要研究企业的业务模式和

53、投资回报。APQC差不多从世界各大成功的公司积存了丰富的经验，在那个地点能够跟你分享。KEY ACTIVITIES FOR STAGE 4 第四时期的关键活动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.

54、顺利地进行这一可预见时期需要符合投资回报的要求以及小心的治理知识的增长。好消息是知识治理在这一时期差不多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

55、 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.你能够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治理实施。不论你采纳什么方法，提供一些合适的资源，如一群核心的协调人员，公司领导，知识治理人员以及

56、知识总监等是特不必要的。确保一些必要的技术和合适的用户处在随时能够运用的位置。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

57、问题。差不多存在一些软件能够自动的翻译，在公司范围内传播共享的信息。你能够寻求一些精神支柱，如想方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,

58、knowledge fair, or regular meetings; or advertising on the intranet or through brochures and pamphlets.2.沟通并推广战略在整个组织宣扬KM工作。比如，为新职员进行知识治理培训；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 st

59、age. 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.治理成长在知识治理工作的推广、扩

60、展过程中，操纵混乱是特不重要的同时也是经常发生的。一个一致的政策能够保证知识治理资源有组织，一致同时容易利用。世界银行，有一个专门的技术小组，花费了50%的时刻在与KM有关的技术上同时治理内部和外部WEB的信息。STAGE 4 SUCCESS第四时期的成功Appoint a central cross-functional KM group to create an expansion strategy, identify required resources, and alleviate confusion from rapid growth. Resources to successful