Collaborative Technology
Infrastructure and standard systems Groupware and email applications Web-enabled portals and Internet applications Process management systems
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知識管理嘉言錄
What 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
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推動知識管理面臨之問題
➢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 •如何衡量知識管理之績效
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•Product Innovation •Process Innovation •Business Innovation
•Knowledge Creation •Knowledge
•Customer Knowledge
Knowledge •Intellectual Asset Sharing
Four Enabling Dimensions
Knowledge Resources
What do we know and where is it ?
Practices
What processes leverage that know-how?
Culture and Learning
How do we participate with this know-how?
知識管理之策略與方法
Dr. Kuan-Tsae Huang
Chairman, TASKCO e-Business Corporation
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Overview
KM的2W, 1H: What, Why, How 企業知識管理方向 推動知識管理面臨之問題
知識管理策略面 了解知識管理策略 Survival生存 vs Advancement創新 驅動知識管理策略 管理知識策略
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A Manufacturer’s example
Marketing writes the white papers
Engineering writes the specification
Technical Publications writes the manual
Marketing Communications writes the brochure
知識管理解決方案及方法論 競爭力 智慧財產 流程
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2W,1H of KM
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“今天我感覺到一種新智慧的誕生"
Garry Kasparov
Garry Kasparov與 Deep Blue之間的不 同點
…….他的直覺、 判斷、經驗
知識的產生包括
判斷力 經驗 迅速的辨別力 避免錯誤決策 重複使用性 創新思考力
Collaborative Technology
How do we support this know-how?
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Knowledge Resources
Core and complementary competencies Organizational capabilities Structured and unstructured information Personal knowledge and unique skills Customer relationships Intellectual property
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What is next?How to do KM?
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Ten Aspects for Organizational Knowledge Management
Establish a Knowledge Management Methodology Designate a Pointerperson Empower Knowledge Workers Manage Customer Centric Knowledge Manage Core Competencies Foster Collaboration and Innovation Learn from Best Practices Extend Knowledge Sourcing Interconnect Communities of Expertise Report the Measured Value of Knowledge Asset
➢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
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Managing Knowledge Strategy
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Zack, (1999) “… the most important context for guiding knowledge management is the firm’s strategy. Knowledge is the fundamental basis of competition. Competing successfully on knowledge requires either aligning strategy to what the organization knows, or developing the knowledge and capabilities needed to support a desired strategy.
All registered users may contribute content (subject to approval process) Users communicate through monitored, online discussion forums targeting specific needs Users are continually encouraged to provide feedback
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、全面性的管理工具比較有助於跨越組織藩籬 的知識分享.…………………..…... ..Thomas H. Davenport
➢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
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你想要什麼樣的知識管理系統？
Portal? 搜尋引擎?
知識? 文件?
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Strategy
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Understanding Knowledge Strategy
Tierney, (1999) “A company’s KM strategy should reflect its competitive strategy.” With focus on creating value for customers, turning a profit, and managing people.
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Types of Strategy
Survival 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
• Marketing
• Sales Support
• Technical Support
• Technical Publications
• Test Engineering
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What do we want to create?
Information that is:
• created once and re-used • located in one source • easy to access • viewable in multiple ways • updated simultaneously worldwide • accurate • created with a consistent process
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Strategic Drivers
市場的成長： •提升市場佔有率 •增加市場長處 •增強配銷網路
Hale Waihona Puke Market Growth
Customer Intimacy
•與客戶形成長期 且遠深的關係 •與客戶的成功一 起成長
Operational Effectiveness