2022年【企业管理】apqc知识管理实施指南.doc
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1、APQC知识治理施行指南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,特别多企业对KM都有所理解,甚至一些企业已经认为施行K
2、M的时机成熟了,但是,在“理解知识治理”和“施行知识治理”这个两个层次之间的间隔依然特别大的。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 in
3、 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别困难的事情,第一步选对方向就更加困难了,整个施行过程四处充满了绊脚石。尽管你认为知识治理是特别值得做的一件事情。但是让其别人服气同时在组织内部广泛施行是一个特别艰巨的任务。APQC*s approach to KM implementation
4、 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 ch
5、aracteristics, requirements, and action steps of every stage of KM implementation:APQC的这套施行方法能够协助你更好的处理咨询题,即便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施行知识治理。为此APQC提供了这份施行指南,通过阶段特征的描绘,需求分析以及施行步骤等内容来协助你成功的找到施行质是治理的正确方向,其施行过程分成了以下5个部分。Stage 1: Get Started Stage 2: Develop a Strategy Stage 3: Design and Laun
6、ch a KM Initiative Stage 4: Expand and Support Stage 5: Institutionalize Knowledge Management第一阶段:启动第二阶段:策略开发第三阶段:试点第四阶段:推行和支持第五阶段: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 Im
7、plementationTM 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 seen
8、 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多年的在最正确实践根底上的研究和总结,这份施行指南说明了成功知识治理施行阶段中的关键步骤。我们将先前施行者的经历、行业开展的最新趋势以及最正确实践的经历综合在一起,作为指南协助企业成功施行知识治理,这些企业已经看到了施行知识治理所带来的时机,促进企业开发新产品,战胜竞争对手,鼓舞团
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多年来对特别多优秀的企业的研究和合作的根底上,这份施行指南详细描绘了知识治理施行的几个阶段。每个阶段都包含有导火索、目的、治理和构架、信息技术、案例、衡量方法和预算以及完成每个阶段的关键活动,你的企业将在知识治理施行的过程中不断的提高。Stage 1: Get Started第一阶段: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.认清现状是成功施行知识治理的首要任务,这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,那么你的组织已经做好的预备,请进入知识治理第
12、一阶段。 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. 知识治理已经成为你的组织中一个特别感兴趣的话题 已经有一些员工从知识治理中得到了好处 一些人已经认同知识治理,有特别好的根底 你和其他一些成员已经通过培训、企业交流等方式学习了知识治理的内容 组织有施行知识治理的特别高的愿景第一阶段的关键活动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:说了这么多,如今我该做什么?特别幸运,APQC跟世界顶级的大公司已经经历了这个过程,同时明白应该怎么样开场这个复杂的过程。基于这些经历,APQC总结出了第一阶段的关键活动。
16、作为一个有洞察力的改革者或者是知识治理的早期推进者,在这个阶段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络起来,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行将知识治理跟公司的目的联络起来,让大家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咨询题、时机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 activ
18、ities 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 attention
19、: 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,推行知识治理找出目前组织内部能够联络到知识治理的活动,找出一些共享知识的小组,同时和这
20、些人获得联络。寻求有妨碍力的人的支持是一个好主意。然后,检查下面的几个咨询题又没有引起你们的留意:降低本钱?提高效率?平滑的信息交流?简单的流程?作为变革的动力,在你的组织内寻找最有鼓舞性的要素去妨碍别人,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时机通过跟内审,或者公司内其他你已经建立个人关系的个人讨论知识
22、治理能够发挥价值的地点。然后答复以下咨询题:他们的目的是什么?达成这些目的存在什么样的咨询题?知识治理怎么样处理这些咨询题并到达他们的目的。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 c
23、apabilities 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部门的支持联络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 migh
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