埃森哲Accenture-知识管理模型.ppt

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1、Knowledge Management Strategies to Improve Business PerformanceChris PaladinoChris PaladinoMarch 11,2002March 11,2002(703)947-2394(703)947-Knowledge Technologies 2002Knowledge Technologies 2002TopicsKM ApproachesImplementation FrameworkSuccess FactorsQuestionsKM ApproachesKM DefinitionKM Considerati

2、onsKnowledge SpiralAccenture KM ModelKM DefinitionA collaborative and systematic process for acquiring,creating,synthesizing,and sharing information,insights,and experiences to achieve organizational goals.KM ConsiderationsHow do you create a culture for sharing?Which people need to be empowered to

3、contribute the right knowledge?Are priorities aligned with measurements?Are the right processes in place to-capture,refine,and create knowledge-disseminate,share,and apply knowledge to deliver business value?What tools are currently in place?What tools are needed to enable the environment?How do you

4、 fill the gap?Which factors are critical for my business that can be addressed by Knowledge Management?Which knowledge adds the most value?What are the highest priority initiatives?Although many companies recognize the importance of a more effective use of their Although many companies recognize the

5、 importance of a more effective use of their knowledge,most struggle with where to start.knowledge,most struggle with where to start.StrategyTechnologyPeopleProcessAccenture,2002Knowledge SpiralCollaborationExternalizationCombinationInternalization2134Nonaka,I.And H.Takeuchi,The Knowledge-Creating C

6、ompany.New York:Oxford Univ.Press,1995.MessagingPeer-2-PeereTeamSpaces/eConferencingDiscussion ForumsContent ManagementKnowledgebasesWorkflowPortalseLearningSearchingPersonalizationPush/ProfilesKnowledge MappingData MiningSynthesized KnowledgeAccenture KM ModelWork ModelsWork ModelsWork ModelsTransa

7、ction ModelExpert ModelIntegration ModelNetwork ModelSystematic,repeatable workHighly reliant on formal processes,methodologies,or standards Dependent on tight integration across functional boundariesRoutine workHighly reliant on formal procedures and trainingDependent on individual workers and enfo

8、rcement of strict rulesImprovisational workHighly reliant on deep expertise across multiple functionsDependent on ability to build high commitment,flexible teamsJudgment-oriented workHighly reliant on individual expertise and experienceDependent on star performers-characterized by star culturesRouti

9、neInterpretation/JudgmentComplexity of WorkLevel of InterdependenceCollaborationIndividual ActorsKnowledge workers*A one size fits all approach to developing a knowledge management system will not workAccenture,2002TopicsKM ApproachImplementation FrameworkSuccess FactorsQuestionsImplementation Frame

10、workProcessesTools/ServicesKnowledge Environment ArchitectureInfrastructureGlobal WANOffice PlatformDocument ManagementMessagingInternetDatabase PlatformContentRolesSearchProfileLink ManagementKnowledge MiningVisual ControlsPortalAbstractorsRouting/WorkflowCollaborationContributeAccess ControlCreati

11、onFeedbackCommunity ManagementArchive/DeleteActivity MonitoringAgingCommunity MemberExpertContent ManagerKnowledge TechnologistKnowledge SponsorKnowledge IntegratorSynthesizeValidateValuationLANTranslatorsSecurityAlertsInformation InterfacesCommunication&CollaborationKnowledge MapsDirectoriesAttachm

12、entsInternal/External InfoKnowledge BasesChange Enablement Program ManagementDevelopmentOperation/AdministrationSynthesized KnowledgeDiscussionsCommunity/Home PagesBest PracticesCustomer ManagementResearch&DevelopmentIndividual&Organizational LearningApplicationsTopicsKM ApproachImplementation Frame

13、workSuccess FactorsQuestionsSuccess FactorsExecutive sponsorship will be essential to establishing this knowledge sharing environment.The cultural changes necessary to shift to a sharing environment must be actively supported and fostered throughout the organization by executive team.NavigationEnabl

14、ementBusinessOwner-shipExecutiveLeadershipUsers understanding and commitment to use the knowledge environment.A critical mass of users who are willing to share,contribute,and use what is available must be established for the potential of the environment to be realized.Technical infrastructure must s

15、upport sharing from both a cost and architectural standpoint.Ongoing training and support will be necessary to both establish the critical mass of users and to ensure the continued understanding and effective use of the environment as it evolves.Motivation and reward systems will need to be created

16、to inspire people to contribute to and use the knowledge environment.Integration of sharing into normal activities so it doesnt appear as a burden,but rather as an enabler.Detailed Planning that incorporates activities,schedules,milestones,risk management,and the appropriate monitoring and tracking tools to support success.Knowledge Strategy that identifies the vision,business goals,stakeholders,and activities to be accomplished.QuestionsChris PaladinoChris PaladinoMarch 11,2002March 11,2002(703)947-2394(703)947-Knowledge Technologies 2002Knowledge Technologies 2002