APQC知识管理的实施指南3230.docx

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1、APQC知识管理实施指南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，很多企业对KM都有所了解，甚至一些企业已经认为实施KM

2、的时机成熟了，但是，在“了解知识管理”和“实施知识管理”这个两个层次之间的距离还是很大的。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 y

3、our 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.建立知识管理的战略以保持企业的活力是一件非常困难的事情，第一步选对方向就更加困难了，整个实施过程到处充满了绊脚石。尽管你认为知识管理是非常值得做的一件事情。但是让其他人信服并且在组织内部广泛实施是一个非常艰巨的任务。APQC*s approach to KM implementation e

4、ases 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 char

5、acteristics, requirements, and action steps of every stage of KM implementation:APQC的这套实施方法可以帮助你更好的解决问题，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使用去成功地实施知识管理。为此APQC提供了这份实施指南，通过阶段特征的描述，需求分析以及实施步骤等内容来帮助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。Stage 1: Get Started Stage 2: Develop a Strategy Stage 3: Design and Launch

6、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：推广和支持第五阶段：将知识管理制度化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 Imple

7、mentationTM 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 th

8、e glimmer of opportunity in KM to efficiently develop new products, beat the competition, motivate team members, and maximize profits and investments.根据APQC多年的在最佳实践基础上的研究和总结，这份实施指南说明了成功知识管理实施阶段中的关键步骤。我们将先前实施者的经历、行业发展的最新趋势以及最佳实践的经验综合在一起，作为指南帮助企业成功实施知识管理，这些企业已经看到了实施知识管理所带来的机会，促进企业开发新产品，战胜竞争对手，激励团队成员，以

9、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 will

10、 maintain sound footing throughout the entire KM implementation process.在APQC多年来对很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管理实施的几个阶段。每个阶段都包含有导火索、目标、管理和构架、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，你的企业将在知识管理实施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 knowledge

11、 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管理的首要任务，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.如果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准备，请进入知识管理第一阶段。 K

12、nowleddge maanagemment hhas emmergedd as aa topiic of interrest iin youur orgganizaation. At leasst a ffew emmployeees haave exxploreed thee beneefits of KMM for your organnizatiion. Someonee has had aa perssonal stakee in ddevelooping interrest iin KM. You or otherr membbers oof thee orgaanizattion

13、 hhave llearneed aboout KMM throough pparticcipatiion inn conssortiaa or cconferrencess. The orgganizaation has ccreateed a hhigh-llevel ratioonale or viision for ppursuiing KMM. 知识管理已经成成为你的组织织中一个非常常感兴趣的话话题 已经有一些员工工从知识管理理中得到了好好处 一些人已经认同同知识管理，有有很好的基础础 你和其他一些成成员已经通过过培训、企业业交流等方式式学习了知识识管理的内容容 组织有实施知识识管理

14、的很高高的愿景第一阶段的关键键活动KEYY ACTIIVITIEES FORR STAGGE 1 Soo, whaat noww? youu mighht wonnder. Fortuunatelly, APPQC haas beeen herre beffore wwith ddozenss of wworld-classs comppaniess and knowss whatt it ttakes to innitiatte thiis commplex proceess. BBased on thhe orgganizaation*s weaalth oof expperiennce,

15、 AAPQC hhas suummariized tthe keey acttivitiies, aas welll as some helpfful hiints, of Sttage 11.As ann insiightfuul innnovatoor andd earlly proomoterr of KKM, yoour taasks aat thiis exccitingg stagge aree to ddefinee KM ffor otthers in yoour orrganizzationn, shaare sttoriess of hhow KMM has helpeed

16、 othher suuccesssful ccompannies, and aalign KM usse witth currrent initiiativees.你可能会会想：说了这这么多，现在在我该做什么么?很幸运，AAPQC跟世世界顶级的大大公司已经经经历了这个过过程，并且知知道应该怎样样开始这个复复杂的过程。基基于这些经验验，APQCC总结出了第第一阶段的关关键活动。作作为一个有洞洞察力的改革革者或者是知知识管理的早早期推动者，在在这个阶段的的任务是定义义知识管理，共共享知识管理理的成功案例例，并把知识识管理跟目前前的工作联系系起来，保持持方向上的一一致。1. Make the cco

17、nceppts off KM rreal ffor otthers in yoour orrganizzationn. Creaate a clearr, tanngiblee pictture oof thee beneefits of KMM as tthey rrelatee to ggoals in yoour orrganizzationn. Usee simpple deefinittions and ssimplee langguage to exxploree reall probblems, oppoortuniities, and the ppotenttial vvalu

18、e that KM adddressses.1，企企业内知识管管理理念的解解释和推广将知知识管理跟公公司的目标联联系起来，让让大家清楚地地看到知识管管理的好处，使使用简单的定定义和简单的的语言指出实实际存在的问问题、机会和和知识管理的的潜在价值。2. Identify others to support the development of KM. To find advocates of knowledge management, look around the organization for current activities that might already be related

19、 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: Cost cutting? Improved efficiency

20、? 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，推广知识管理找出目前组织内部可以联系到知识管理的活动，找出一些共享知识的小组，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主意。然后，检查下面的几个

21、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，在你的组织内寻找最有激励性的因素去影响别人，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, or people inside the company with who

22、m 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，发现知识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讨论知识管理可以发挥价值的地方。然后回答下列问题：他们的目标是什么？达成这些目标

23、存在什么样的问题?知识管理怎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 capabilities realistic upgrades might pro

24、vide. 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，找出目前的技术可以做到什么样子。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 hinder KM Attempting to sell an enterp

25、risewide approach without building evidence first Asking for a large budget before creating a compelling value proposition成功路上的绊脚石 忽略公司文化和和历史 没有任何论据就就推销知识管管理 没有创造任何价价值就要求很很大一笔预算算Stage 22: Devvelop Strattegy第二二阶段：开发发战略If one oor morre of the ffollowwing sstatemments is trrue, wwelcomme to Stagee 2.如果

26、果下面的情况况有一个甚至至更多跟实际际相符，欢迎迎进入第二阶阶段。Yourr orgaanizattion hhas esstabliished a KM explooratorry grooup orr steeering commiittee for KKM. AAn exeecutivve spoonsor in yoour orrganizzationn suppports furthher exxploraation of KMM. Yoou aree lookking ffor suuccesssful, interrnal ggrassrroots efforrts allrea

27、dyy undeer wayy. Yoour ITT orgaanizattion iis intterestted inn actiively suppoortingg KM iinitiaativess. Yoou havve stoories of hoow knoowledgge shaaring has hhelpedd yourr orgaanizattion iin thee pastt. Yoou havve ideentifiied piilots that alloww you to deemonsttrate how KKM willl bennefit your org

28、annizatiion. You hhave ssecureed ownnershiip, fuundingg, andd buy-in foor pillots. 你的组织织已经建立了了KM探讨小小组或者KMM筹委会。公司的高层层领导支持知知识管理的推推广你所一一直关注的成成功的内在驱驱动力已经存存在。ITT部门对KMM的导入和建建设感兴趣你现在已经经掌握了一些些公司以前的的知识共享的的案例你已已经找到一个个试点可以让让你证明知识识管理是如何何使企业收益益的你已经经确立了试点点项目的领导导，预算和支支持If moost off yourr answwers aare II wishh! yo

29、ou donn*t haave too stopp. Andd if tthe taasks mmentiooned iin anyy of tthese stateementss seemm diffficultt to aaccompplish, APQCC can guidee you throuugh thhe rouugh sppots. We caan eveen hellp youu builld thee busiiness ratioonale you nneed tto seccure ffundinng forr piloots. TThe ovveralll objee

30、ctivee of SStage 2 is to foormulaate a KM sttrateggy thaat fitts thee busiiness modell. Froom theere, bbusineess oppportuunitiees aree idenntifieed andd inittializzed ass piloot iniitiatiives. A tassk forrce taakes cchargee of tthese activvitiess on bbehalff of tthe orrganizzationn.如果大部分分的回答是”我我希望”，

31、你你不需要停下下来。如果在在这里提到的的任何任务看看起来很难完完成，APQQC可以帮助助你度过难关关。第二阶段段的主要任务务是建立一个个符合商业目目标的知识管管理战略。从从这里开始，试试点的目标将将跟业务目标标相一致。一一个项目团队队将基于公司司的利益执行行他们的行动动。KEY ACTIVVITIESS FOR STAGEE 2 At Stagee 2, yyour oorganiizatioon hass reacched aan impportannt turrning pointt. Perrhaps a perrsonall visiion off captturingg, shaar

32、ing, and usingg infoormatiion annd knoowledgge hass becoome ann orgaanizattionall explloratiion off busiiness potenntial. Withh the suppoort off an eexecuttive ssponsoor, yoou cann now exploore sppecifiicallyy how KM wiill woork foor youur bussinesss. Thee key activvitiess of SStage 2, annd somme he

33、llpful hintss, aree summmarizeed forr you here.第二阶段的的关键活动在第第二阶段，你你的公司已经经到达了一个个重要的转折折点。或许个个人获取共享享和使用信息息和知识的愿愿景已经变成成了公司对业业务潜力的探探索。在公司司领导的支持持下，你可以以明确的探索索KM将怎样样为你的业务务服务。这里里列出了总结结出的有用的的第二阶段的的关键活动。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

34、around KM. 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。这个团队的成员将寻找试点的机会，形成方法的标准。2. Select pilots or identify current initiatives that could work as pilots. 2，选择试点或者发现可以作为试点的现有的工作We recommend three pilots. Y

35、ou can select 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.我们推荐3个试点。你可以选择新战略的试点或者采用已经

36、进行的一些工作。发现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，发现资源，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 applicati

37、ons that 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，他们可以推动试点工作，并且允许花费很长的时间。其他的资源比如IT，你可能需要创建和修改一些程序。资源是非常广泛的，可能你已经准备齐全。Stage 33: Dessign aand Laaunch KM Innitiattives第第三阶段：设设计并启动KKM工作Youu*ve aalreaddy comme a llong wway. YYou*vee formmed a

38、task forcee, ideentifiied annd dessignedd a piilot, and llocateed ressourcees. Noow youu*re aapproaachingg Stagge 3, that excitting ppoint of laaunchiing suuccesssful ppilotss and gatheering resullts.项目已已经进行了很很大一部分。你你已经形成了了团队，找出出并设计了试试点，确定了了资源。现在在你正在走近近第三阶段， IIf onee or mmore oof thee folllowingg st

39、attementts is true, you are aat thee midwway pooint oof youur jouurney. Welccome tto Staage 3.如如果以下情况况有一个或者者多个符合你你的情况，说说明你的项目目已经进行了了一半，欢迎迎来到第三阶阶段。Yoour orrganizzationn has desiggned aa piloot andd impllementtationn straategiees. YYou haave laauncheed commmunitties oof praacticee, an interractivve KM

40、 Intraanet ssite, or soome otther ppilot initiiativee. Yoou havve enllistedd and trainned piilot ffaciliitatorrs andd leadders. You have estabblisheed pillot meeasurees andd indiicatorrs andd deveelopedd a syystem for ttrackiing annd repportinng ressults. Youu havee creaated sstrateegies for llearni

41、ing frrom yoour KMM inittiativves. You hhave mmappedd out strattegiess for expannding your pilott inittiativves accross the oorganiizatioon.你的的组织已经设设计了试点并并执行了战略略你已经启启动了一个经经验交流团队队，一个交互互式的KM内内部站点你你已经找到并并培训了试点点的推动者和和领导者你你已经建立了了试点工作的的措施和衡量量标准并且形形成了跟踪和和反馈机制你已经创建建了一个从KKM工作中学学习的战略你已经勾画画出在全公司司推广试点的的策略Stagge

42、 3 ccan bee a reewardiing tiime off new organnizatiional growtth andd vitaality. The overaall obbjectiives oof Staage 3 are tto connduct succeessfull piloots, pprovidde eviidencee of KKM*s bbusineess vaalue, and ccapturre lesssons learnned.第三阶阶段是收益时时间。主要的的目标是引导导成功的试点点，提供KMM商业价值的的证据并总结结经验。KEEY ACTTIV

43、ITIIES FOOR STAAGE 3 第三阶段的的关键活动Att stagge 3, the bbenefiits off captturingg, shaaring, and usingg infoormatiion annd knoowledgge havve beggun too takee defiinite form. Thiss is tthe tiime too harnness tthe moomentuum froom thee firsst twoo stagges annd foccus onn detaails, such as a formaal buddget.

44、 Leadeershipp now needss to ssee thhe pottentiaal forr meassurablle gaiins annd ROII fromm succcessfuul pillots.在第第三阶段，获获取/共享和和使用知识和和信息的好处处已经非常明明显。是时候候将前两个阶阶段悬而未决决的任务详细细化了，比如如一份正式的的预算。领导导现在需要看看到试点的可可预计的收益益潜力和投资资回报率。11. Funnd thee piloots. Asssign a KM overssight groupp, succh as a steeeringg commmit

45、teee or ccross-unit task forcee, to realllocatee orgaanizattionall resoourcess, succh as moneyy and time, for KM innitiattives. Everry besst-praacticee parttner, incluuding the WWorld Bank, Chevvron, HP Coonsultting, Xeroxx, andd Siemmens, reporrted hhavingg a KMM taskk forcce to proviide suuperviis

46、ion and ssupporrt forr the realllocatiion off orgaanizattionall resoourcess.1，形成成试点形成一个个小组，比如如筹划委员会会或者跨单位位的团队，来来分配资金和和时间等资源源。每一个成成功的公司，包包括世界银行行，HP等，都都建立了专门门的团队来管管理和支持公公司资源的分分配。2. Devellop meethodoologiees thaat cann be rrepliccated. Avoidd buillding knowlledge colleectionns witthout an acctive commu

47、unity to coontribbute tto thee effoort. CCombinne knoowledgge prooviderrs andd knowwledgee userrs in a seaamlesss commmunityy of ppractiitioneers. AAllow thesee actiive coommuniities to foorm vooluntaarily from naturral grroupinngs thhat sppan booundarries; encouurage partiicipattion wwith fface-tto-facce nettworkiing annd commm