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1、Knowledge Management Strategies to Improve Business Performance,Chris PaladinoMarch 11, 2002(703) 947-Knowledge Technologies 2002,Knowledge Management Strategie,Topics,KM ApproachesImplementation FrameworkSuccess FactorsQuestions,TopicsKM Approaches,KM Approaches,KM DefinitionKM ConsiderationsKnowle
2、dge SpiralAccenture KM Model,KM ApproachesKM Definition,KM Definition,A collaborative and systematic process for acquiring, creating, synthesizing, and sharing information, insights, and experiences to achieve organizational goals.,KM DefinitionA collaborative a,KM Considerations,How do you create a
3、 culture for sharing?Which people need to be empowered to 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 i
4、n place?What tools are needed to enable the environment?How do you 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
5、 a more effective use of their knowledge, most struggle with where to start.,Strategy,Technology,People,Process,Accenture, 2002,KM ConsiderationsHow do you cr,Knowledge Spiral,Collaboration,Externalization,Combination,Internalization,2,1,3,4,Nonaka, I. And H. Takeuchi, The Knowledge-Creating Company
6、. New York: Oxford Univ. Press, 1995.,MessagingPeer-2-PeereTeamSpaces/ eConferencingDiscussion Forums,Content ManagementKnowledgebasesWorkflow,PortalseLearningSearchingPersonalizationPush/Profiles,Knowledge MappingData MiningSynthesized Knowledge,Knowledge SpiralCollaborationE,Accenture KM Model,Wor
7、k Models,Transaction Model,Expert Model,Integration Model,Network Model,Systematic, repeatable workHighly reliant on formal processes, methodologies, or standards Dependent on tight integration across functional boundaries,Routine workHighly reliant on formal procedures and trainingDependent on indi
8、vidual workers and enforcement of strict rules,Improvisational workHighly reliant on deep expertise across multiple functionsDependent on ability to build high commitment, flexible teams,Judgment-oriented workHighly reliant on individual expertise and experienceDependent on star performers - charact
9、erized by star cultures,Routine,Interpretation / Judgment,Complexity of Work,Level of Interdependence,Collaboration,Individual Actors,Knowledge workers,*A one size fits all approach to developing a knowledge management system will not work,Accenture, 2002,Accenture KM ModelWork ModelsT,Topics,KM App
10、roachImplementation FrameworkSuccess FactorsQuestions,TopicsKM Approach,Implementation Framework,Processes,Tools/Services,Knowledge Environment Architecture,Infrastructure,Global WAN,Office Platform,Document Management,Messaging,Internet,Database Platform,Content,Roles,SearchProfileLink Management,K
11、nowledge MiningVisual ControlsPortal,AbstractorsRouting/WorkflowCollaboration,ContributeAccess ControlCreation,FeedbackCommunity Management,Archive/DeleteActivity MonitoringAging,Community MemberExpert,Content ManagerKnowledge Technologist,Knowledge SponsorKnowledge Integrator,SynthesizeValidateValu
12、ation,LAN,TranslatorsSecurityAlerts,Information Interfaces,Communication & Collaboration,Knowledge MapsDirectoriesAttachments,Internal/External InfoKnowledge Bases,Change Enablement Program ManagementDevelopmentOperation/ Administration,Synthesized KnowledgeDiscussionsCommunity/Home Pages,Best Pract
13、ices,Customer Management,Research &Development,Individual & Organizational Learning,Applications,Implementation FrameworkProces,Topics,KM ApproachImplementation FrameworkSuccess FactorsQuestions,TopicsKM Approach,Success Factors,Executive sponsorship will be essential to establishing this knowledge
14、sharing environment. The cultural changes necessary to shift to a sharing environment must be actively supported and fostered throughout the organization by executive team.,Navigation,Enablement,BusinessOwner-ship,ExecutiveLeadership,Users understanding and commitment to use the knowledge environmen
15、t. 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 support sharing from both a cost and architectural standpoint.,Ongoing training and support will be neces
16、sary 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 to inspire people to contribute to and use the knowledge environment.,Integration of sharing into norm
17、al 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.,Success FactorsNavigationEnabl,Questions,Chris PaladinoMarch 11, 2002(703) 947-Knowledge Technologies 2002,QuestionsChris Paladino,
