APQC知识管理实施指南.docx

APQC学问管理实施指南ThereisawidespreadunderstandingofthevalueofKMinmanyorganizations,andonemightassumethatmatureKMinitiativesarewidespreadaswell.However,thegapbetweenorganizationsrecognizingthevalueofKMandthosefullyimplementingitislarge.目前，很多企业对KV都有所了解，甚至一些企业已经认为实施KM的时机成熟了，但是，在“了解学问管理”和“实施学问管理”这个两个层次之间的距离还是很大的。Establishingknowledgemanagementstrategiesthatwillultimatelymakeyourorganizationmoreeffectivecanbeadauntingtask.Gettingstarteddowntherightpathisoftendifficult,andstayingthecoursecanbeevenmoresoasroadblocksspringupinyourway.AlthoughyoumayseeKMasaworthwhileeffort,convincingothersofitsvalueandmakingithappenacrossyourorganizationcanbeatallorder.建立学问管理的战略以保持企业的活力是一件特殊困难的事情，第一步选对方向就更加困难了，整个实施过程到处充溢了绊脚石。尽管你认为学问管理是特殊值得做的一件事情。但是让其他人信服并且在组织内部广泛实施是一个特殊艰难的任务。PQC*sapproachtoKMimplementationeasesyourway,evenasyourorganizationmaybestrugglingtounderstandtheissues,tactics,andtoolsnecessaryforasuccessfulKMjourney.OurRoadMaptoKnowledgeManagementResults:StagesofImplementationTMframeworkhelpsyounavigatetowardtrueinstitutionalizationbylayingoutthecharacteristics,requirements,andactionstepsofeverystageofKMimplementation:APQC的这套实施方法可以扶植你更好的解决问题，即使你的企业可能正在艰难的寻求概念上的理解，战术的制定以及工具的运用去成功地实施学问管理。为此APQC供应了这份实施指南，通过阶段特征的描述，需求分析以及实施步骤等内容来扶植你成功的找到实施质是管理的正确方向，其实施过程分成了以下5个部分。Stage2:DevelopaStrategyStage3:Designand1.aunchaKMInitiativeStage4:EXPandandSupportStage5:InstitutionalizeKnowledgeManagement第一阶段：启动其次阶段I策略开发第三阶段：试点第四阶段I推广和支持第五阶段：将学问管理制度化BasedonPQC*sstudyofandcollaborationwithbestpracticeorganizationsoveraperiodofyears,APQC*sRoadMaptoKnowledgeManagementResults:StagesofImplementationTMframcworkspellsouttheessentialstepstoachievetrueknowledgemanagementimplementation.synthesisofourexperiencewithearlyadopters,assessmentofemergingtrends,andidentificationofbestpractices,thismodelservesasanavigationtoolfororganizationsthathaveseentheglimmerofopportunityinKMtoefficientlydevelopnewproducts,beat界顶级的大公司已经阅历了这个过程，并且知道应当怎样起先这个困难的过程。基于这些阅历，APQC总结出了第一阶段的关键活动。作为一个有洞察力的改革者或者是学问管理的早期推动者，在这个阶段的任务是定义学问管理，共享学问管理的成功案例，并把学问管理跟目前的工作联系起来，保持方向上的一样。1. MaketheconceptsofKMrealforothersinyourorganization.Createaclear,tangiblepictureofthebenefitsofKMastheyrelatetogoalsinyourorganization.Usesimpledefinitionsandsimplelanguagetoexplorerealproblems,opportunities,andthepotentialvaluethatKMaddresses.b企业内学问管理理念的说明和推广将学问管理跟公司的目标联系起来，让大家清楚地看到学l11J管理的好处，运用简洁的定义和简洁的语言指出实际存在的问题，机会和学问管理的潜在价值。2. IdentifyotherstosupportthedevelopmentofKM.Tofindadvocatesofknowledgemanagement,1ookaroundtheorganizationforcurrentactivitiesthatmightalreadyberelatedtoKM.1.ookforsmallercommunitiesorgroupsthatarecurrentlysharingknowledge,andmakeconnectionswiththesepeople.Recruitingwel1-respected,influentialpeopleisalwaysagoodidea.Next,considerwhichofthefollowingphrasesreallygetsyourattention:CostcuttingImprovedefficiencyPressurefromcompetitorsStreamlinedinformationaccessSimplifiedprocessesAsanagentofchange,findthegreatestmotivatingvaluefactorinyourorganizationtoinfluenceotherstosupportKMini1.iatives.2,寻求支持，推广学问管理找出目前组织内部可以联系到学问管理的活动，找出一些共享学问的小组，并且和这些人取得联系。寻求有影响力的人的支持是一个好方法。然后，检查下面的几个问题乂没有引起你们的留意：降低成本？提高效率？平滑的信息沟通？简洁的流程？作为变革的动力，在你的组织内找寻最有激励性的因素去影响别人，让他支持KM工作3. 1.ookforwindowsofopportunitytointroducethebenefitsofKM.FindwhereKMwi11bemostvaluedbytalkingtopeopleinvolvedwithstrategicinitiatives,internalconsultinggroups,orpeopleinsidethecompanywithwhomyou*vedevelopedpersonalrelationships.Thenanswerthefollowingquestions.WhataretheirobjectivesWhatissuesarebeingaddressedHowcanKMhelptheorganizationmeetthoseobjectivesanddealwiththoseissues3,发觉学问管理应用的机会通过跟内审，或者公司内其他你已经建立个人关系的个人探讨学问管理可以发挥价值的地方。然后Iul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学问管理怎样解决这些问题并达到他们的目标。4. CapitalizeontheInternetandenlisttheITdepartnenttoprovidetoolsandabalancedviewofKi1.MakeconnectionswithyourITleaderstofindoutwhatKMpossibilitiesareavailablewithexistingtechnology.FindoutwhatcapabilitiesreaIisticupgradesmightprovide.RememberthattheITdepartmentcantrulybeacatalystforemergingKMsupporttechnologies.4,利用Internet并获得IT部门的支持联系IT部门的领导，找出目前的技术可以做到什么样子。记住IT部门是KM的一个重要支柱。ROADB1.OCKSTOSUCCESS IgnoringyourcorporatecultureandhistorynotaddressingissuesthatmighthinderKM Attemptingtosellanenterprisewideapproachwithoutbuildingevidencefirst Askingforalargebudgetbeforecreatingacompellingvalueproposition成功路上的绊脚石忽视公司文化和历史没有任何论据就推销学问管理没有创建任何价值就要求很大一笔预算Stage2:DevelopStrategy其次阶段：开发战略Ifoneormoreofthefollowingstatementsistrue,welcometoStage2.假如下面的状况有一个甚至更多跟实际相符，欢迎进入其次阶段。,YourorganizationhasestablishedaKMexploratorygrouporsteeringcommitteeforKM.,AnexecutivesponsorinyourorganizationsupportsfurtherexplorationofKM. Youarelookingforsuccessful,internalgrassrootseffortsalreadyunderway.,YourITorganizationisinterestedinactivelysupportingKMinitiatives.,Youhavestoriesofhowknowledgesharinghashelpedyourorganizationinthepast. YouhaveidentifiedpilotsthatallowyoutodemonstratehowKMwillbenefityourorganization. Youhavesecuredownership,funding,andbuy-inforpilots. 你的组织已经建立了KM探讨小组或者KM筹委会。 公司的高层领导支持学