知识管理郭咸纲

1、Module Knowledge Management知识管理 郭 咸 纲William X. GUOOutline of Topics（主题概要要）Importance of knowledgemanagement知识管理理的重要要性Originand Definition起源和定定义Typesofknowledgeand modes of knowledgecreation知识的类类型和知知识创造造的方式式Knowledgecreatingcompanies知识创造造型公司司Implementingknowledge management实施知识识管理Importance of knowl

2、edgemanagement (KM)（知识管理理的重要要性）Knowledgeisaform of capital.知识是资资本的一一种形式式Thesingle differentiator thatislikely to lastisinnovation,and therawmaterialofinnovationisknowledge如果将资资本比喻喻成创新新，那么么知识就就是创新新使用的的原料Knowledge+Creativity =Innovation知识创创造创创新Case - By 1987, onlyfiveyearsafterCanonintroduced itsinnov

3、ative mini-copier 74%ofthecompanys revenues camefromitsbusinessmachinesdivision例：佳能能公司推推出袖珍珍复印机机5年后后的1987年年，公司司74的收入入来自商商业机器器分公司司FormalKMisoriginatedinconsulting firms真正的知知识管理理开始于于咨询公公司Definition （定义）Knowledgemanagementistheprocessthat helps organizationsidentify, select,organize, andcapture importa

4、ntinformationandexpertise withintheorganization anddisseminateittowhereveritisneededtoenhanceorganizationaleffectiveness andinnovative potential.知识管理理是协助助组织识识别、选选择、组组织和获获取组织织中的重重要信息息及专门门技术的的过程，并且将将获取的的信息和和专门技技术应用用到组织织中，以以提高组组织效率率和创新新潜力ResearchonKnowledgeCreationpioneered by ProfessorsNonacaandTakeuc

5、hiofJapan日本的Nonaca和Takeuchi教授是研研究知识识创造的的先驱TypesofKnowledgeandModesofKnowledgeCreation知识类型型和知识识创造的的方式TypesofKnowledge（知识的类类型）Tacitknowledge-implicit, residesinexpertsheads, highlypersonal,difficult to communicate.内在知识识隐藏藏、存在在于专家家的头脑脑中，非非常私人人的、很很难交流流。Explicitknowledge-formal,systematic,codified,public

6、lyavailable,andcan be easilycommunicatedand shared.E.g., Productspecifications, scientificformula,computerprograms.外在知识识正式式、系统统、成文文、可用用并且易易于交流流和共享享。例如如：产品品规格、科学公公式、计计算机程程序。Understanding Tacit Knowledge（理解内在在知识）PhilosopherMichael Polanyi: Wecanknowmore thanwecan tell.“哲学家Michael Polanyi：”我们所知知比所说说要多。

7、”Deeplyrooted in actionandinanindividuals commitmenttoaspecificcontext行为和个个人活动动归根究究底有其其原因A mastercraftsmanhas awealth of expertiseathis fingertips“,butisoftenunable to articulatethe scientificortechnical principlesbehind whatheknows一个熟练练的工匠匠拥有很很多专业业技术“在他的的指尖”，但他他常常不不能与蕴蕴藏在其其后的知知识和技技术原理理相结合合。后续Unders

8、tanding Tacit Knowledge（理解内在在知识）续前-Theactivitiesofa workgrouporteam-一个工作作团体或或团队的的行为-The kindofinformal, hard-to-pin-downskills captured in theterm know-how.“-专门技术术中非正正式的、不受约约束性技技能的掌掌握Consistsofmentalmodels,beliefs,andperspectives so ingrainedthat we takethemforgranted由智力模模式、信信念和观观念组成成，是根根深蒂固固的、我我们必须

9、须赞同的的ModesofKnowledgeCreation To from Tacit Knowledge Explicit Knowledge Tacit KnowledgeSocializationExternalizationExplicit Knowledge InternalizationCombinationSocialization (Personalization)社会化（人性化化）From tacit to tacit从内在到到内在Apprenticeshipandmentoring学徒和老老师Jobrotationbetweendepartments部门间的的工作轮轮换Cr

10、oss-functionproject teams项目组的的职责交交叉Internalization（内在化）From explicit to tacit从外在到到内在Learningbydoing(afterformal training andexplicitinstructions)从作中学学（在正正式培训训和指导导后）Onthejob training在工作中中锻炼Combination（联合）Externalization（外在化）(Codification)（成文化）(Articulation)（清晰度度）From tacit to explicit processofcaptur

11、ingand transferringofexpertknowledge从内在到到外在获取和和转化专专门知识识的过程程Askexpertstodevelop rules andprocessesbasedontheirown tacit knowledge要求专家家在自身身内在知知识的基基础上获获取规则则和方法法Knowledgeengineers or systemsanalystsinterview expertsand extracttheirexpertise知识工程程师和系系统分析析师会见见专家并并吸取他他们的技技术后续Externalization（外在化）(Codificatio

12、n)（成文化）(Articulation)（清晰度度）续前Employeesdocumentproblemsolving processesandsolutions on thejob员工记录录工作中中解决问问题的方方法和方方案Communityofpractice(on theInternet), chatgroups,etc.实践社区区（在Internet上）、交交流团队队等Four modes of knowledgecreationatMatsushita Electric CompanyMatsushita电力公司司的四种种知识创创造模式式IkukoTanakaapprenticed

13、withmasterbakertolearnhis skills（IkukoTanaka为熟练的的面包师师当学徒徒以学习习技能）Shetranslatedthesesecrets intoexplicitknowledge thatshe cancommunicatetoherteammembers andothersatMatsushita（她将这些些秘密转转化成外外在知识识，以与与她的团团队成员员以及与与Matsushita的其他团团队交流流）Theteamthen standardizedthis knowledge,puttingittogetherinto amanual or wo

14、rkbook andembodyingitinaproduct（团队将这这些知识识标准化化，集中中起来装装订成册册，并应应用于产产品中）Through theexperience of creating anew product, Tanakaandher teammembersenrichedtheirowntacitknowledge base（在开发新新产品的的过程中中，Tanaka和她的团团队成员员不断丰丰富他们们的内在在知识）Knowledge-creatingCompanies知识创造造型公司司MetaphorAnalogyModel比喻类推模型Toenlarge thecreat

15、ivespaceandtolinkcontradictory thingsandideasthroughmetaphor（通过比喻喻开拓创创造空间间和统一一矛盾事事务及观观点）Resolve these contradictions throughanalogy（通过类推推解决矛矛盾）Crystallizethecreatedconceptsandembody theminamodel（明确创造造性观念念并在模模型中具具体化）NewProductDevelopmentatHonda本田汽车车的新产产品开发发“Letsgamble” sloganinauguratedtheprocesswith

16、 ateamofyoungengineersand designers,chargedwith thedevelopmentofa new-concept car,not acheaperversion of Civic andAccord.“Letsgamble”开创了新新的理念念，让年年轻的工工程师和和设计师师负责新新概念车车的开发发，而不不是那些些便宜的的大众汽汽车和普普通汽车车。Team leaderHirooWatanabecoinedanotherslogan-TheoryofAutomobileEvolutiontoexpress an ideal.团队领导导HirooWatan

17、abe提出另一一个口号号汽车车发展推推测以以表达一一种理想想后续NewProductDevelopmentatHonda本田汽车车的新产产品开发发续前This ledtodiscussion anddebateand yetanother slogan-Man-maximum,Machine-minimum.这些引发发了讨论论和辩论论，还有有一个口口号最最大人性性化，最最小机械械化Finally,therevolutionary“TallBoy” Honda Cityemerged.最后，革革命性的的“Tall Boy”横空出世世。MetaphorAnalogyModel比喻类推模型TheHo

18、ndacaseshowshowJapanesecompanies usefigurative language andsymbols in productdevelopmentprocess（本田汽车车的例子子展示了了日本公公司在产产品开发发过程中中如何使使用比喻喻方式和和符号）A Metaphor mayhavemultiplemeaningsorappearlogically contradictory, buthelp to merge differentareasofexperience withina single,imageorsymbol.比喻可能能造成多多意或出出现逻辑辑矛盾，

19、但能将将不同领领域的经经验统一一成一个个简单、形象和和符号的的。PhilosopherMaxBlack: “twoideasinone phrase“哲学家MaxBlack：”一词有二二意”后续MetaphorAnalogyModel比喻类推模型续前Peopleput together whattheyknow in newways andbegintoexpress tacit knowledge-what theyknowbutcannot yetsay人们采用用新方法法整理他他们所知知的知识识并表示示成内在在知识他们理理解但不不会表达达Effectiveinjumpstarting th

20、ecreativeprocess in theearlystagesofknowledge creation在知识创创造的初初期高效效的开始始创造过过程Implications-SeniorExecutivesVision暗示高高级管理理人员的的想象Needstobeopen-ended andsusceptibletoa varietyofdifferent andeven conflicting interpretations需要容许许几种不不同甚至至是矛盾盾的解释释Givesemployeesand workgroups thefreedom andautonomytosettheiro

21、wn goals给予员工工和工作作团队一一定的自自由和自自治权，以达到到他们的的自身目目标Ifa visionistoounambiguous, it becomesan order anddonotfoster thehigh degreeofpersonalcommitment on which effectiveknowledgecreationdepends如果一个个想象太太明确，它将成成为一个个规则，阻止人人的创造造能力在在更深层层次上的的激发，而这是是有效知知识创造造所依靠靠的Conceptual UmbrellaSharp-“Optoelectronics to describe

22、 themerging of microelectronicswithoptical technologiesSeniormanagerstookupthewordandmagnified itsimpactfar beyondtheR&D andengineeringdepartmentsinthecompanySharp“光电子学学”是描描述微电电子学和和光学技技术的融融合，高高级管理理人员使使用该词词并将其其推广到到R&D以及工程程部外的的其他部部门NEC-the metaphorC&C(for computersand communications),Categorizedthecom

23、panys knowledgebase in terms of afew keytechnologiesNEC-“C&C”（计算机和和通信），采用用几个关关键技术术术语对对公司知知识加以以分类Kao-“Surface activescience“Guidedits diversificationinto products rangingfromsoap detergentstocosmetics to floppydisks allnatural derivatives of Kaos coreknowledge baseKao-“Surface activescience“指导它的的产品多多

24、样化，从肥皂皂、清洁洁剂到化化妆品，到软盘盘一切切自然从从Kao的核心知知识演化化而来MetaphorAnalogyModel比喻类推模型Metaphorstriggertheknowledge-creation processthroughintuitionand linkingconflictingimages比喻通过过直觉和和统一矛矛盾现象象触发知知识创造造过程Thenextstep is analogy, amorestructured processofreconcilingcontradictions.下一步是是类推，一个更更加结构构化的缓缓和矛盾盾的过程程Anintermedia

25、testepbetween pureimaginationand logicalthinking纯想象和和逻辑思思考的中中间一步步Whyisabeer cana usefulanalogy fora personal copier?为什么啤啤酒罐是是一个个个人复印印机的有有用类推推？Beer canandCanonpersonalcopier啤酒罐和和佳能个个人复印印机Canonwasdevelopinga revolutionarymini-copierthatisreliable,easyandcheaptomake.佳能开发发了一种种微型复复印机可靠、简单且且造价低低廉Plan to m

26、akethe photosensitive copierdrum (thesource of 90%ofallmaintenanceproblems) disposable计划制造造可随意意使用的的感光复复印机鼓鼓Theteamwasdiscussingdesignproblemsoversome drinks开发团队队基于一一些饮料料讨论设设计问题题后续Beer canandCanonpersonalcopier啤酒罐和和佳能个个人复印印机续前Tanaka(theteam leader)heldoneofthe beercansandwonderedaloud, Howmuchdoes it

27、 costtomanufacturethiscan?“Tanaka（团队领导导）拿着着一个啤啤酒罐，惊异的的叫道：“制造造这个易易拉罐的的成本是是多少？”Thequestionled theteam to speculatewhether thesame processfor makinganaluminumbeer could be appliedtothe manufacture of an aluminum copierdrum这个问题题引发了了团队的的思索，能否象象制造铝铝啤酒罐罐一样制制造铝复复印机鼓鼓MetaphorAnalogyModel比喻类推模型Thelaststep in

28、theknowledge-creationprocess知识创造造的最后后一步More immediately conceivable thanametaphororananalogy比比喻和和类推更更直接想想到Contradictionsgetresolvedand concepts becometransferablethroughconsistent andsystematic logic通过协调调和系统统逻辑，矛盾可可以解决决、概念念可以转转化Makestheknowledge availabletotherestofthecompany使得知识识对于公公司的其其他地方方是可利利用的D

29、eveloping low-cost disposablecopier drumresultedinnew technologiesforotheroffice products suchasmicrofilm readersand laser printers开发低成成本的可可随意使使用的复复印机鼓鼓，为其其他办公公产品引引入了一一种新技技术，如如缩影胶胶片阅读读器和激激光打印印机By1987 onlyfive years after themini-copierwasintroduced 74%ofCanons revenues camefromitsbusinessmachinesdiv

30、ision1987年，微型型复印机机开发后后的5年年后，佳佳能74的收收入来自自商业机机器分公公司Prooftheknowledge is aformofcapital.证明了知知识是资资本的一一种形式式StrategicImpact of KnowledgeCreationatCanon佳能知识识创造的的战略影影响CreatingknowledgeinOrganizationsviaRedundancy通过冗余余在组织织中创造造知识Thefundamentalprinciple of organizational designinknowledge-creatingcompanies isr

31、edundancy in knowledge-creatingresponsibilities.知识创造造型公司司的组织织设计的的基本原原则是知知识创造造职责的的冗余AtCanon,ateam is dividedintocompetinggroups to developa varietyofapproaches andperspectives-principleofinternalcompetition.在佳能，一个团团队分成成两个互互相竞争争组，按按不同的的方法和和观点发发展内内部竞争争法则Maybewastefulinthe short run,but newideasprolifer

32、ateandthe organizations knowledge-creatingability is accelerated.这可能在在短期内内造成浪浪费，但但能带来来新的想想法并增增强组织织的知识识创造能能力StrategicJob Rotation战略岗位位轮换Asecondwaytobuildredundancytohelp employeesunderstand thebusinessfrom multiple perspectives建立冗余余机制的的第二种种方法可可帮助员员工从不不同的角角度理解解公司Makesorganizationalknowledgemorefluid a

33、ndeasiertoput intopractice使组织的的知识更更具有“流动性性”，更更容易付付于实施施AtKaoCorporation, aJapaneseconsumer-productsmanufacturer,employeesare expected to holdatleastthreedifferent jobsinany given ten-year periodKao公司，一一家日本本的消费费品制造造企业，它的员员工总被被期望在在任意10年中中至少从从事三份份不同的的工作Researchersoftenretirefrom theR&Ddepartmentbytheage

34、 of 40 in order to transfer to other departments suchasmarketing,sales,orproduction研究人员员一般在在40岁岁时从R&D退休，.投向其其他部门门，如市市场、销销售和产产品Free AccessofInformation自由访问问信息Athirdwaytobuildredundancy建立冗余余的第三三种方法法When information differentialsexist, membersofanorganization cannolongerinteractonequalterms, which hind

35、ersthe searchfordifferent interpretationsofnewknowledge当不同信信息存在在时，组组织成员员将不再再受相当当条件的的制约，这些条条件是阻阻止搜索索新知识识的不同同解释的的Kaodoesnotlimitaccess to information among employees.Allcompany information (with theexceptionofpersonnel data) is storedina singleintegrated database,open to anyemployeeregardless of posit

36、ionKao在公司员员工中不不对信息息访问加加以限制制。公司司的所有有信息（个人数数据除外外）都存存放在一一个独立立的完整整数据库库中，并并对公司司的所有有员工开开放，而而不论其其职位Knowledge-creatingRoles（知识创造造的角色色）Creatingnewknowledge is theproduct of adynamicinteractionamongthreeroles创造新知知识是三三种角色色动态交交互的结结果Frontlineemployeesareoftencaught up in their ownnarrowperspectiveand losesightof

37、the broadercontext前线员工工常为他他们自己己的狭隘隘看法所所迷惑，而失去去对全局局的把握握Seniormanagersarticulate metaphors,symbols,and conceptualumbrellathatorientthe knowledge-creatingactivities of employees.Theyjudgeand testthe value of newknowledgecreatedandask broad questions:高级管理理人员结结合比喻喻、象征征和概念念伞，以以确定员员工知识识创造的的方向。他们判判断并检检验新知知识

38、创造造的价值值并提出出更广泛泛的问题题：What arewetryingtolearn?（我们将要要学什么么？）What do we needtoknow?（我们需要要知道什什么?）MiddleManagersand Teams(中层管理理人员和和团队)Middlemanagersprovidea conceptualframework thathelpsfrontline employeestomake sense of thechaotic marketsignals中层管理理人员提提供一个个概念框框架，以以帮助前前线员工工搞清混混乱市场场信息的的意思。Teamsplay acentral

39、role in knowledgecreationasitsmemberscreatediverse pointsofviewsandthenintegrateinto anew collectiveperspective.团队在知知识创造造过程中中起了核核心的作作用，当当成员提提出不同同观点时时，它便便综合所所有成一一个新的的综合观观点。后续MiddleManagersand Teams(中层管理理人员和和团队)续前Team leadersare typicallymiddlemanagerswhosynthesizethetacitknowledge of bothfrontline em

40、ployeesandsenior executives, makeitexplicit, andincorporateitinto newtechnologiesand products团队领导导是典型型的中层层管理人人员，他他们综合合前线员员工和高高级管理理人员的的内在知知识，使使其外在在化，并并将其融融合入新新产品和和技术中中。They arethetrueknowledge engineersofthe knowledge-creatingcompany他们是知知识创造造型公司司真正的的“知识识工程师师”。Implementingknowledge management(KM)执行知识识

41、管理Implementingknowledge management(KM)执行知识识管理Knowledgemanagementconcepts（知识管理理的概念念）PreparationforKMinitiatives（知识管理理的初始始准备）Knowledgemanagementstrategy（知识管理理战略）ElementsofKMpractice（知识管理理实践的的基础）KMtechnologies（知识管理理技术）Case studies（示例学习习）KnowledgeManagementConcepts（知识管理理的概念念）Organizationallearning-Creat

42、ionofnewstandardoperating proceduresand business processesthat reflects organizations experiences组织学习习建立立反映组组织经历历的新的的标准化化运作程程序和商商业过程程Knowledgemanagement-Theset of processesdevelopedinanorganization to creates, gathers, stores,maintains,anddisseminates knowledge知识管理理在组组织中发发展的商商业程序序是为了了建立、聚集、存储、维护和和传播

43、知知识后续KnowledgeManagementConcepts（知识管理理的概念念）续前Best Practices-Successful solutionsorproblem-solvingmethodsdevelopedbyspecificorganization or industry最好的实实践由由专门的的组织或或行业提提出的成成功解答答或解决决问题的的方法OrganizationalMemory-Storedlearningfromorganizationshistory thatcan be usedfor decision makingandotherpurposes组织存储储

44、存储储从组织织历史中中获取的的知识，对决策策制定和和其他活活动都是是有用的的PreparationStepsforKMInitiatives知识管理理初始准准备的步步骤1)Appoint achiefknowledge officerand createa KM strategy thatislinked to corporatestrategicobjectives.任命一个个首席知知识官员员并建立立一个知知识管理理战略是是与公司司战略目目标相关关的2)Deploy KM technologicalinfrastructuretoenable theprocess of creating,s

45、haring anddisseminating knowledge.配置知识识管理技技术的下下部组织织能够建建立、共共享和传传播知识识3)Strengthen topmanagement commitmentbyshowingthem successfulKMpracticeinothercompanies.通过展现现其他公公司成功功的知识识管理经经验加强强高层管管理4)Develop acultureandreward systemoftrustandlearningtofoster collaborationand innovation.Makeemployeesfeelcomfortab

46、lesharing knowledge建立信任任的文化化氛围及及回报系系统，培培养协作作和创新新。使员员工感觉觉到知识识共享的的好处。KnowledgeManagementStrategy知识管理理战略Drivenbycompanys competitive strategy由公司竞竞争战略略驱动Howitcreatesvalueforcustomers（怎样为顾顾客创造造价值）Howthatvaluesupportsaneconomicmodel（价值如何何支持经经济模型型）Howthe companyspeopledeliveronthevalueand theeconomics（公司的人

47、人们如何何实现价价值）Some companiesautomateknowledgemanagement(Codification)一些公司司实行自自动知识识管理Othersrelyontheirpeopletoshareknowledge throughmoretraditionalmeans(Personalization)另一些公公司通过过传统方方式，依依靠他们们的员工工共享知知识DifferentKnowledge ManagementStrategies不同的知知识管理理战略Codificationcanbethe mainemphasisformore structuredtask

48、s.Thisrequirescomprehensiveelectronic repositoryof“knowledgeobjects”tofacilitate reuse ofexplicitknowledge.Examples Anderson Consultingand Ernst &YoungfortechnologyandERP implementation.成文化主主要强调调将任务务结构化化。这要要求全面面的“知知识对象象”电子子知识库库，以方方便的重重复使用用外在知知识。如如AndersonConsulting、Ernst &Youngfortechnology和 执行行ERPP

49、ersonalizationcanbethe mainemphasisforless structuredtasks.This requires intensiveperson-to-person contacts,emails, videoconferences, etc.tofacilitateexchangeoftacitknowledge.Examples-McKinsey,BCG,andBainforcustomizedcorporatestrategyconsulting.人性化主主要强调调任务的的非结构构性。这这要求加加强人与与人的交交流、电电子邮件件和视频频会议等等，以方方便内

50、在在知识的的交换。如McKinsey、BCG和Bain forcustomized corporatestrategyconsulting.Codification（成文化）Knowledgeisextracted fromthe personwhodeveloped it,made independent of thatperson,andreused forvarious purposes知识从提提出者处处获取，并独立立于提出出者，重重复使用用于不同同的目的的CodificationErnst& Young（成文化Ernst& Young ）Ernst& Young executivesh

51、aveinvesteda lottomake surethatthecodification processworksefficientlyErnst& Young的决策者者进行了了大量投投资以保保证成文文化运作作有效进进行The250 peopleattheCenter forBusinessKnowledgemanage theelectronic repositoryand helpconsultantsfindanduse information商业知识识中心有有250名员工工，他们们管理电电子知识识库以帮帮助顾问问寻找和和使用信信息Specialistswritereports an

52、danalysesthat manyteamscan use专家撰写写报告并并分析可可使用的的后续CodificationErnst& Young（成文化Ernst& Young ）续前Each of Ernst &Youngsmore than40practiceareashas astaffmember whohelpscodifyand store documentsErnst& Young在超过40个领领域有成成员，他他们帮助助成文、存档Resultingareadatabasesare linkedthrough anetwork.结果域的的数据库库通过网网络连接接Codificat

53、ionErnst& Young成文化Ernst& YoungRandall Love, an Ernst &Youngpartner,was preparinganimportantbid fora large industrialmanufacturerErnst& Young的合作伙伙伴Randall Love准备对一一个大的的工业制制造商的的投标计计划Hesearchedtheelectronicknowledgemanagementrepository forrelevantknowledge它查找电电子知识识管理库库以寻找找相关知知识Hefoundandusedseveral pre

54、viouslydeveloped solutionstodevelop apresentation on theindustry找到并使使用以前前的几个个解决方方案以完完成行业业介绍Healso found andused propositionsthat helpedhimestimatehow muchmoneythe clientwouldsave by implementingthesystem.同时，还还找到并并使用相相关资料料，以帮帮助预测测客户使使用该系系统可节节省多少少钱后续CodificationErnst& Young成文化Ernst& Young续前Love wonthe

55、projectandclosed thesale intwomonthsinsteadofthetypicalfour to six在2个月月内赢得得项目并并完成交交易，而而一般需需要4到到6个月月Healso found programming documents,technical specifications,trainingmaterials, andchangemanagementdocumentation in therepository which saved research anddevelopmenttime还在知识识库中找找到了设设计文档档、技术术规格、培训材材料和变变动

56、管理理文件，这便节节省了研研发时间间Codificationsavedthe teamand theclientonefullyearofwork成文化为为团队和和客户节节省了1年时间间Codification:CreatingValueforCustomers成文化：为客户户创造价价值Consultantsreuseexistingbrickswhileapplyingtheirskills to constructsomethingnew顾问在创创建新事事物时可可使用已已存在的的模块Customerbenefitsbecause theconsultantscanbuildareliabl

57、e,high-quality information systemfasterand at abetter price thanothers by using workplans, software code, andsolutionsthathave beenfine-tunedandproven successful客户也从从中获益益，这是是由于顾顾问能建建立可靠靠的、高高质的信信息系统统，且该该系统比比其他已已很好运运行或证证明成功功的工作作计划、软件程程序和其其他解决决方案更更快、更更廉价Codification: TurningaProfit成文化：带来盈盈利Reuseofknowl

58、edgesaveswork,reducescommunicationscosts,and allowsa companytotakeonmore projects重复使用用知识可可简化工工作、减减少通信信费用且且能使公公司承担担更多的的项目Firmssuch as Andersen Consultingand Ernst &Younghavebeen abletogrowatratesof20%ormoreinrecentyears象AndersenConsulting和Ernst& Young等公司近近些年都都以20或更更高的速速度增长长Codification-ManagingPeople

59、成文化管理员员工Ernst& Young andAndersenConsulting hireundergraduatesfromtopuniversities andtrainthem to developand implementchangeprogramsand information systemsErnst& Young和AndersenConsulting在在高校校雇佣大大学生，培训他他们开发发和执行行方案改改造和信信息系统统Usingtheknowledge managementrepository,the consultants workthroughscenariosdesi

60、gnedtoimprovebusinessprocesses顾问使用用知识管管理库完完成方案案设计以以提高商商业运作作水平They areimplementers, notinventors他们是执执行者，不是发发明者CodificationNotjustforConsultants成文化不仅仅仅是给顾顾问的HealthCare AccessHealth（卫生保健健AccessHealth）When someonecallsthe center,aregistered nurse usesthe companysclinicaldecisionarchitecturetoassessthe c