【正文】 無法保存沒有使用過的解決方案 Management intolerant of failure 管理層對(duì)失敗的容忍 Too much rigour too early 過嚴(yán)、過早 Big picture of the problem is obscured and no contact with customer 對(duì)問題的輪廓不明，沒有接觸顧客 第二步：解決問題（ 2） 續(xù) ? Teams fully trained, functioning Management unaware of what it and with links to parallel teams takes to solve worthwhile problems ? 受過完整培訓(xùn)的團(tuán)隊(duì)，運(yùn)行良好， 管理層對(duì)解決認(rèn)為值得的問題所需的步驟不了解 ? 并能和其他團(tuán)隊(duì)溝通 Constructive conversation Intolerance of the need for 建設(shè)性對(duì)話 munication opportunities 無法忍耐溝通的需要 解決問題的一般過程 A generic process for problem solving Analyse the Problem Information 分析問題信息 Refine state the Problem 提煉并陳述問題 Select the solution Technique 選擇解決技巧 Generate consequences selection 導(dǎo)出結(jié)果并做出選擇 Search for readymade Solutions 尋找現(xiàn)成 的解決方案 Decide on solution Evaluation 決定對(duì)解決方案 進(jìn)行評(píng)估 State the Problem 陳述問題 Generate solutions 提出解決辦法 Select Solution(s) 選擇解決方案 契機(jī)：遇到問題 The stimulus – a problem Implementation 執(zhí)行 技巧的種類 Types of Technique There are about 150 described in the literature, they are roughly divided by function as follows: 文獻(xiàn)記載的技巧有大約 150種，按功能可分為如下幾類： But you’d be surprised how similar they are in their dependence on the metaphor 而這些技巧都有一個(gè)共性，即對(duì)潛臺(tái)詞的強(qiáng)烈依賴，這可能會(huì)使你感到驚訝。 推動(dòng)抽象化過程的完成 Facilitating abstraction Dependent on the characteristics of your people, those of anisations with which you may collaborate or cooperate and the consequences of knowledge misunderstanding, define the degree of codification appropriate to you. 根據(jù)你手下人以及合作組織員工的個(gè)性，還有對(duì)認(rèn)識(shí)產(chǎn)生誤解的后果，對(duì)其進(jìn)行分級(jí)，使之適合于你。注意 “車輪條幅”的情況 。 IT技術(shù)的確減少了地理因素帶來的不便。顯性吸收的進(jìn)行首先要承認(rèn)對(duì)知識(shí)的需求，并在需要時(shí)推出更多出版物。 Although cycles can be restarted at any time (or at any point dependent on the relationship of the individual to the originator), pletion of the cycle represents the high value oute. 雖然學(xué)習(xí)循環(huán)可以在任何時(shí)候重新開始（或者在任一點(diǎn)，這取決于個(gè)人與原作者的關(guān)系），但如果能夠完成整個(gè)循環(huán)，將為我們很大的收益。注意，千萬不要低估這一步驟的龐雜性 9. Improve and develop. 改善與開發(fā) 10. Keep an eye on strategic alignment and measure how you are getting on. 時(shí)刻關(guān)注戰(zhàn)略結(jié)盟的問題，并對(duì)自身的實(shí)時(shí)情況予以評(píng)估 知識(shí)管理是交互式合作營(yíng)銷的分支 KM is a subset of ICM 推動(dòng)知識(shí)資本應(yīng)用的經(jīng)理們感悟的四種需求 The four needs experienced by managers driving the application of IC ? The need to disclose the presence of necessary and sufficient assets to make credible the mencing or continuing creation of value. 需求一：揭示需求的存在，并予以充分的評(píng)估，在確保無誤的情況下，開始或繼續(xù)創(chuàng)造價(jià)值 ? The need to continuously improve the effectiveness with which these assets are put to valuecreating use. 需求二：不斷提高這些評(píng)估工作的效率，使其能運(yùn)用到創(chuàng)造價(jià)值的過程中去。 ? Strategy is a deliberate set of actions taken to create rents 所謂戰(zhàn)略，是為創(chuàng)造租金而特意采取的行動(dòng) ? Rent creation involves obtaining a strategic fit between the anisation and its environment 創(chuàng)造租金的行為包括在組織與其所處環(huán)境之間達(dá)到戰(zhàn)略平衡的舉措 ? The degree of fitness changes over time due to petitive and other (exogenous) influences. 這種平衡會(huì)根據(jù)競(jìng)爭(zhēng)和其他外部的影響而不斷變化 Rent = return above and beyond the level required by the market for an investment of similar level of risk 租金 = 以較低的風(fēng)險(xiǎn)和超出市場(chǎng)要求的比例收回投資 Two types of rents兩種類型的租金 Monopoly rent 壟斷租金 ?Requires parative advantage 需要具有相對(duì)的優(yōu)勢(shì) ? Regulatory protection for the foreseeable future 針對(duì)可預(yù)見的未來采取調(diào)整性保護(hù)措施 ? Controls all of a limited resource對(duì)有限資源的方方面面予以控制 Scarcity rent 缺貨租金 ? Requires petitive advantage 需要競(jìng)爭(zhēng)優(yōu)勢(shì) ? Valuable 價(jià)值含量高 ? Durable 耐久 ? Scarce 稀有 ? Nonimitable 無法模仿 ? Nonsubstitutable無法替代 Value Chain 價(jià)值鏈 Inbound logistics 原料物流管理 Service 服務(wù) Marketing Sales 營(yíng)銷與銷售 Outbound logistics 成品物流管理 Operations 生產(chǎn) Infrastructure 基層組織 Human Resource Management人力資源管理 Technology development 技術(shù)開發(fā) Procurement 采購(gòu) Support Activities 支持活動(dòng) Primary Activities 基本活動(dòng) 資料來源： Porter, . 1985: 《 競(jìng)爭(zhēng)優(yōu)勢(shì)》、《優(yōu)秀業(yè)績(jī)的創(chuàng)造與維持》 Characteristics: Think of a factory 標(biāo)新立異：企業(yè)之所想 ? Is all about transformation of inputs into outputs. The value resides sole。 Effect? 影響 ? Embedded Growth Value 內(nèi)含的增長(zhǎng)價(jià)值 資產(chǎn)管理新論 A new view on asset management ... Enterprise Value 企業(yè)價(jià)值 ? Cash 現(xiàn)金 ? Investments 投資 ? Receivables / Debtors ? 應(yīng)收帳款 / 債務(wù)人 ? Payables / Creditors ? 應(yīng)付帳款 /債權(quán)人 Moary 貨幣 Physical 實(shí)物 Relational 關(guān)系 Organizational 組織 l Human 人力 Intangible 知識(shí)資產(chǎn) Tangible 有形資產(chǎn) Industrial Economic Capital 工業(yè)經(jīng)濟(jì)資本 Intellectual Capital 知識(shí)資本 The traditional value chain perspective of a business focuses only on moary and physical assets 企業(yè)傳統(tǒng)的對(duì)價(jià)值鏈的看法，這里只強(qiáng)調(diào)貨幣和實(shí)物資產(chǎn) 資源分類結(jié)構(gòu)圖 (169。 第六步：影響（ 2） Step 6 Impacting (2) Helped by 促進(jìn)因素 Hindered by 阻礙因素 A way of showing that it was all worthwhile to the pany 有一套向企業(yè)展示價(jià)值的方式 Feedback and appropriate rewards 反饋及適當(dāng)?shù)莫?jiǎng)勵(lì) The ability to predict where else the knowledge may be used 具備預(yù)知其他知識(shí)用途的能力 Technology / business forecasting預(yù)見技術(shù)和商機(jī)的能力 Feedback to peripheral players in the learning cycle 對(duì)學(xué)習(xí)循環(huán)中的邊緣參與者予以反饋 No appropriate metrics on knowledge creation and use 在知識(shí)創(chuàng)新與利用上沒有適當(dāng)?shù)牧炕椒? No way of showing how it helped the anisation meet its strategic goals 沒有合適的向企業(yè)展示知識(shí)如何服務(wù)其戰(zhàn)略目標(biāo)的方法 Crude accounting / costbenefit studies對(duì)成本－收益及會(huì)計(jì)方面的研究粗枝大葉 No update of the panies petencies or those of its people 對(duì)企業(yè)及員工的資質(zhì)不予提高 Lack of reward or incentive to do it again 沒有相應(yīng)的獎(jiǎng)勵(lì)機(jī)制或干脆無心做這方面的工作 2nd generation IC can be used when a simple index is sufficient 對(duì)于第二代知識(shí)資本，只要有簡(jiǎn)單的指數(shù)，就足以令其為人所用。 Absorption 吸收 第五步：吸收（ 2） Step 5 Absorption (2) Helped by 促進(jìn)因素 Hindered by 阻礙因素 Appropriate IT patible with the IT of the poster