《知识管理之策略与方法(ppt32)43755.pptx》由会员分享，可在线阅读，更多相关《知识管理之策略与方法(ppt32)43755.pptx（33页珍藏版）》请在taowenge.com淘文阁网|工程机械CAD图纸|机械工程制图|CAD装配图下载|SolidWorks_CaTia_CAD_UG_PROE_设计图分享下载上搜索。
1、1CopyrightDr.Kuan-Tsae HuangChairman,TASKCO e-Business Chairman,TASKCO e-Business CorporationCorporation 知識管理之策略與方法知識管理之策略與方法2CopyrightKM的的2W,1H:What,Why,How企業知識管理方向企業知識管理方向推動知識管理面臨之問題推動知識管理面臨之問題知識管理策略面知識管理策略面 了解知識管理策略了解知識管理策略Survival生存生存 vs Advancement創新創新 驅動知識管理策略驅動知識管理策略 管理知識策略管理知識策略知識管理解決方案及方法論知
2、識管理解決方案及方法論競爭力競爭力智慧財產智慧財產流程流程Overview3Copyright2W,1H of KM4CopyrightGarry KasparovGarry Kasparov與與 Deep Blue之間的不之間的不同點同點.他的直覺他的直覺、判斷判斷、經驗經驗“今天我感覺到一種新智慧的誕生今天我感覺到一種新智慧的誕生知識的產生包括知識的產生包括l判斷力l經驗l迅速的辨別力l避免錯誤決策l重複使用性l創新思考力5Copyright知識管理嘉言錄知識管理嘉言錄qWhat is KM?有系統、有組織地善用企業內部知識以提昇績效的方法.安侯協和(KPMG)管理顧問公司為了敏銳對應外部
3、環境的改變而從事的資訊蒐集、決定和行動，也是為了因應各種不同情勢而實施的彈性管理等必要措施.勤業(AA)管理顧問公司讓人可以適時地存取他們所要的資訊，並且利用該資訊來評估問題和機會.微軟公司企業能否儲存、萃取與傳遞組織知識，並以此作為決策基礎或流程支援的能力.IDC6CopyrightqWhy KM?不記得過去的人註定會重蹈覆轍.David A.Garvin資訊爆炸的時代，過多的資訊反而讓人看不到他要的資訊.Peter F.Drucker好的概念是有待開發的知識，而知道尊敬這些無形知識，善用這些儲存於員工工作中的知識，而把這些知識透明化的企業，才是智慧型企業.Jim Botkin單一、全面性的
4、管理工具比較有助於跨越組織藩籬的知識分享.Thomas H.Davenport7CopyrightWhat is next?-How to do KM?8CopyrightTen Aspects for Organizational Knowledge ManagementlEstablish a Knowledge Management MethodologylDesignate a PointerpersonlEmpower Knowledge WorkerslManage Customer Centric KnowledgelManage Core CompetencieslFoster
5、 Collaboration and InnovationlLearn from Best PracticeslExtend Knowledge SourcinglInterconnect Communities of ExpertiselReport the Measured Value of Knowledge Asset9Copyright策略面知識管理的應從哪一層面切入(部門/計畫)推動執行面文件資料與知識物件區分與整合越有knowledge的人越忙，如何能讓他們把knowledge貢獻出來知識管理的過程中，誰來作品質控管如何萃取別人所貢獻知識之菁華管理面如何進行知識的分享與社群之推動
6、如何衡量知識管理之績效IT技術面如何透過單一platform，讓使用者不會作太多重複的事情系統將來的擴充性推動知識管理面臨之問題推動知識管理面臨之問題10Copyright你想要什麼樣的知識管理系統？文件?知識?搜尋引擎?Portal?11CopyrightStrategy12CopyrightUnderstanding Knowledge Strategy Tierney,(1999)“A companys KM strategy should reflect its competitive strategy.”With focus on creating value for custome
7、rs,turning a profit,and managing people.Zack,(1999)“the most important context for guiding knowledge management is the firms strategy.Knowledge is the fundamental basis of competition.Competing successfully on knowledge requires either aligning strategy to what the organization knows,or developing t
8、he knowledge and capabilities needed to support a desired strategy.13CopyrightTypes of StrategySurvival vs.Advancement(von Krogh,Roos,Slocum,1994)Survival 維持目前的成就水準，需掌握現有市場與競爭者Advancement 達到未來的成就，創造新市場、新技術，新產品 需要知識創新14CopyrightMarketGrowthCustomerIntimacyOperationalEffectiveness市場的成長：提升市場佔有率增加市場長處增強
9、配銷網路與客戶形成長期且遠深的關係 與客戶的成功一起成長利潤的成長生產力的提昇成本的控制qStrategic Drivers15CopyrightBusinessStrategyMarket Growth KnowledgeStrategyOperationalEffectivenessCustomerIntimacyProduct InnovationKnowledge CreationIntellectual AssetProduct SalesTime to MarketDistribution NetworksPricing StrategyPatent&Product Leverag
10、eProcess InnovationKnowledge Sharing Developing Learning CultureBusiness InnovationCustomer Knowledge IntegrationBranding KnowledgeProcess streamliningSupply chain mgtAccounting&FinancingCustomer retentionCustomer product needsRevenue growthPartnering/Alliancing16CopyrightqWhat Drives Knowledge Stra
11、tegy?Business Strategy具有競爭力的知識為何?關鍵性的知識缺口為何?Product Innovation 是否能發展出獨一無二的產品?是否可縮短產品發展的時程?Organizational Complexity 快速與資訊過多的適應性?建立一個快速學習的組織?Customers and Markets深度瞭解客戶的需求 根據客戶的需求快速提供整體解決方案17CopyrightManaging Knowledge Strategy18CopyrightWhat do we know and where is it?How do we participate with this
12、 know-how?How do we support this know-how?What processes leverage that know-how?Collaborative TechnologyPracticesKnowledge ResourcesCulture andLearningqFour Enabling Dimensions1819CopyrightCollaborative TechnologyKnowledge ResourcesCore and complementary competenciesOrganizational capabilitiesStruct
13、ured and unstructured informationPersonal knowledge and unique skillsCustomer relationshipsIntellectual propertyInfrastructure and standard systemsGroupware and email applicationsWeb-enabled portals and Internet applicationsProcess management systems 20CopyrightA Manufacturers exampleMarketing write
14、s the white papersEngineering writes the specificationTechnical Publications writes the manualMarketing Communications writes the brochureTraining writes the courseEverybody writes the presentationsTechnical support takes the callsReengineered processes and created an organization focused on custome
15、r needs,including:MarketingSales SupportTechnical SupportTechnical PublicationsTest Engineering21CopyrightWhat do we want to create?Information that is:created once and re-usedlocated in one sourceeasy to accessviewable in multiple waysupdated simultaneously worldwideaccuratecreated with a consisten
16、t process22CopyrightNew service businessCreated a global extranet targeting the automation sales,marketing&support channelBased on Intellectual AssetsCollective KnowledgeKnowledge ManagementAll registered users may contribute content(subject to approval process)Users communicate through monitored,on
17、line discussion forums targeting specific needsUsers are continually encouraged to provide feedbackSiteContent23CopyrightKM Needs to Addressing the 4Cs.Community-Leveraging live media,driving relationships,bringing professionals together online for events,distance learning,shared experiences.Commerc
18、e-Building opportunities,the central online marketplace for digital-media equipment.Expanding this opportunity through vendor storefronts.Context-Enhancing user experience with editorial expertise and a highly interactive,logical environment.Embracing concept of“survival of the easiest.”Content-Brin
19、ging together all our collective company assets,our own editorial staff and other third-party relationships.Redefining content to include products-striking alliances.24CopyrightCompetency25CopyrightKnowledge can be best optimized through a focus on competencies.They are strategic units allow a firm
20、to compete on Knowledge.Technology KnowledgePeopleCompetency由一群相同興趣、技術、知識的知識工作者所組成是一個非正式、跨部門的組織可擁有不同的思考模式可進行意見交換與整合目標以客戶需求為導向，結合並擴張現存知識的能力，以在最短時間内提供客戶最佳的解決方案，並讓我們每一個人將最好的能力表現出來26CopyrightExamples of Competency-based business architectures27CopyrightIntellectual Assets28Copyright Types of Intellectua
21、l AssetsAsset continuumsofthardknowledgeexperiencesartifactscodemethodstoolsCapture and use of Soft assets are essential to becoming a learning organizationHard assets require greater discipline to harvest,generalize and package for use29CopyrightFlow30CopyrightAcquire取得取得Evolve拓展拓展使用使用Use出版出版Publis
22、h Value審查審查建構建構StructureCommunity社群31Copyright創意推動成長創意推動成長“智慧資產智慧資產”是產業成長的必要因素是產業成長的必要因素,並且產業的並且產業的競爭力和市場導向的科技創新是相關聯的競爭力和市場導向的科技創新是相關聯的產業必須在令人競爭而且快速成長的浪潮中產業必須在令人競爭而且快速成長的浪潮中,向最向最大利潤的趨勢邁進以及在全球貿易市場擁有自己的大利潤的趨勢邁進以及在全球貿易市場擁有自己的地位地位產業機構必須有能力參與發展產業機構必須有能力參與發展,而且可以提供促進而且可以提供促進二十一世紀經濟成長的智慧資產和知識二十一世紀經濟成長的智慧資產和知識 服服 務務32CopyrightThank You33Copyright演讲完毕，谢谢观看！