【導(dǎo)讀】識(shí)管理”和“實(shí)施知識(shí)管理”這個(gè)兩個(gè)層次之間的距離還是很大的。施過(guò)程到處充滿了絆腳石。盡管你認(rèn)為知識(shí)管理是非常值得做的一件事情。但是讓其他人信服并且在組織。內(nèi)部廣泛實(shí)施是一個(gè)非常艱巨的任務(wù)。戰(zhàn)術(shù)的制定以及工具的使用去成功地實(shí)施知識(shí)管理。為此APQC提供了這份實(shí)施指南，通過(guò)階段特征的描。我們將先前實(shí)施者的經(jīng)歷、行業(yè)發(fā)展的最新趨勢(shì)以及最佳實(shí)踐的經(jīng)驗(yàn)綜合在一起，作為指南幫助。爭(zhēng)對(duì)手，激勵(lì)團(tuán)隊(duì)成員，以及使利潤(rùn)和收益最大化。每個(gè)階段都包含有導(dǎo)火索、目標(biāo)、管理和構(gòu)架、信息技術(shù)、案例、衡量方法和預(yù)算以及完成每個(gè)。認(rèn)清現(xiàn)狀是成功實(shí)施知識(shí)管理的首要任務(wù)，這個(gè)指南為你指出應(yīng)該從哪里入手以及正確的方向。

　　

【正文】 oughout your anization. KM is on its way to being how you do business. 如果以下的情況之一是真實(shí)的，那么你應(yīng)該開(kāi)始在你們整個(gè)組織內(nèi)部整合和推廣知識(shí)管理，知識(shí)管理正一步步的變成業(yè)務(wù)的一部分。 KM is directly linked to your business model. KM initiatives are widely deployed throughout your anization. All your managers and employees are trained to use your KM technologies. You methodically assess your KM strategy, identify gaps, and outline methods to close the gaps. You have a formal support structure in place to maintain KM. You have rewards programs in alignment with your KM strategy. Sharing knowledge is now the norm in your anization. 知識(shí)管理與你們的業(yè)務(wù)工作直接相關(guān)。 知識(shí)管理的開(kāi)展已經(jīng)深入到你們組織的方方面面。 所有的員工和管理人員已經(jīng)接受了關(guān)于知識(shí)管理技術(shù)的培訓(xùn)。 你已經(jīng)系統(tǒng)的評(píng)估了你們的知識(shí)管理戰(zhàn)略，分析了差距所在，已經(jīng)找到了核心的方法去解決。 你有一個(gè)正式的支持機(jī)制去運(yùn)作知識(shí)管理。 你已經(jīng)有一個(gè)與你的戰(zhàn)略相適合的激勵(lì)機(jī)制。 知識(shí)共享已經(jīng)深入人心。 Stage 5 places you among a few select panies who have reached this stage of institutionalized KM. APQC can help you through this stage by sharing with you the experiences of panies who have already been there and are now successfully leveraging their KM capabilities. We*ll help you make the most of your opportunities and avoid unnecessary pitfalls. 這一階段將使你和一小部分已處在在這一階段已經(jīng)將知識(shí)管理制度化的公司在一起。通過(guò)將那些成功地實(shí)施這一階段并且已經(jīng)發(fā)揮知識(shí)管理能力的企業(yè)的經(jīng)驗(yàn)共享， APQC 可以幫助你順利地通過(guò)這一階段。我們要幫助你盡可能的利用機(jī)會(huì)，避免不必要的損失。 KEY ACTIVITIES FOR STAGE 5 At Stage 5, your anization is beginning to understand that KM is a business strategy?not just a database?and needs to be an integral part of your business model. KM at this point bees a necessary anizational petency with unlimited potential to benefit every unit of your anization. 第 5 階段的主要實(shí)施手段 在第 5 階段，你們的組織開(kāi)始意識(shí)到知識(shí)管理是一種企業(yè)運(yùn) 作的戰(zhàn)略（并不只是一個(gè)數(shù)據(jù)庫(kù)），而且有必要成為一個(gè)綜合的企業(yè)運(yùn)作機(jī)制的一部分。知識(shí)管理變成了一種必要的核心競(jìng)爭(zhēng)力，將具有無(wú)限的使企業(yè)每一個(gè)員工受益的潛在能力。 1. Embed KM in the business model. This step is necessary to obtain CEO and senior executive support. You can acplish this step by including KM in your mission statement, management model, or assessment process. Expect financial pressure to increase at this stage, and early barriers, such as functional silos, to disappear. 1．將知識(shí)管理融入業(yè)務(wù)運(yùn)作機(jī)制。 這一階段需要獲得 CEO 和其他高層的支持。你可以通過(guò)將知識(shí)管理融入業(yè)務(wù)目標(biāo)，管理模式，或者評(píng)估程序來(lái)實(shí)現(xiàn)這一階段。預(yù)計(jì)在這一階段，財(cái)務(wù)壓力將會(huì)上升，而初期 的障礙，如功能性障礙，將會(huì)消失。 2. Realign the anization*s structure and budget. Reanize budget and departmental responsibilities to acmodate the wide deployment of KM as a business strategy. World Bank, for example, shifted KM leadership to operations from the chief information officer, as KM evolved from a database to an allenpassing strategy. The budget increased from $13 million to $57 million in two years and included a formal consolidation of budgets from activities that had been contributing to KM. You will find at this stage that anizational structure will, to some extent, naturally evolve to better fit this new way of working. 2．重新設(shè)計(jì)組織構(gòu)架和預(yù)算 重組預(yù)算和部門(mén)職能來(lái)適應(yīng)廣泛實(shí)施知識(shí)管理的企業(yè)運(yùn)作戰(zhàn)略。例如，世界銀行將知識(shí)管理的領(lǐng)導(dǎo)權(quán)從公司信息總監(jiān)轉(zhuǎn)移到營(yíng)運(yùn)總監(jiān)，目的是為了將知識(shí)管理從數(shù)據(jù)庫(kù)管理的層次上升到全局性的戰(zhàn)略。在兩年時(shí)間內(nèi)知識(shí)管理實(shí)施預(yù)算也從 1300 萬(wàn)美元上升到 5700 萬(wàn)美元，并且將那些對(duì) KM 有一定貢獻(xiàn)的活動(dòng)預(yù)算整合在一起。在這一階段你會(huì)發(fā)現(xiàn)組織構(gòu)架在某種程度上會(huì)自然的適應(yīng)這種新的工作方式。 3. Monitor the health of KM. Take the pulse of KM initiatives regularly. You can employ an external evaluation panel, conduct internal maturity evaluations, or include KM feedback on employee surveys. 3．監(jiān)督 KM 的正常運(yùn)行 定期的對(duì)知識(shí)管理的開(kāi)展進(jìn)行監(jiān)督。你可以請(qǐng)外部的評(píng)估小組來(lái)指導(dǎo)內(nèi)部知識(shí)管理成熟度的評(píng)估工作，或者你可以對(duì)員工進(jìn)行知識(shí)管理的調(diào)查。 4. Align performance evaluation and rewards with KM strategy. Since performance appraisals are the basis for promotion and pay, including KM standards with reviews sends a dramatic message about its role. Institute recognition awards programs for people who exemplify the ideals of your KM strategy. 4．將公司的業(yè)績(jī)考核和激勵(lì)機(jī)制和 KM 戰(zhàn)略結(jié)合起來(lái) 由于業(yè)績(jī)考核是進(jìn)行加薪和升職的基礎(chǔ)，將知識(shí)管理標(biāo)準(zhǔn)放入考核指標(biāo)中將幫助員工更好地去理解知識(shí)管理的作用。你應(yīng)該為那些實(shí)施了符合 KM 戰(zhàn)略的人員制定獎(jiǎng)勵(lì)計(jì)劃。 5. Balance an anizational KM framework with local control. Link panywide business goals to KM activities to provide necessary consistency. At the same time, allow individual groups to develop KM resources that meet their specific needs. Allow business needs to drive your KM policy. 5．在組織的知識(shí)管理框架和地域控制之間找到平衡 為了必要的一致性，應(yīng)該將公司業(yè)務(wù)目標(biāo)和知識(shí)管理項(xiàng)目聯(lián)系起來(lái)。與此同時(shí)，允許非正式組織去發(fā)展能夠符合他們個(gè)人需要的知識(shí)管理資源，通過(guò)業(yè)務(wù)需要來(lái)驅(qū)動(dòng)你的 KM 政策。 6. Continue the journey. As your anization bees a true knowledgesharing enterprise, demand for knowledge processes will continue to increase, as will savings of time and money. Maintain senior leadership support to help your anization keep pace with demand. 6．繼續(xù)前進(jìn) 當(dāng)你的組織變成了一個(gè)真正的知識(shí)分享的企業(yè)，以節(jié)約成本和時(shí)間為目的的對(duì)知識(shí)流的需求將變得越來(lái)越多。保持高層對(duì)知識(shí)管理的知識(shí)力度以幫助你的組織及時(shí)地滿足這些需求。 LOOKING AHEAD Critical success factors for continuing the KM journey include maintaining mitted and involved leadership, forming a motivating and consistent vision, developing an evolutionary process (not a big bang approach), starting initiatives when and where people are ready, identifying role models, and municating constantly and effectively about initiatives and business needs. 展望未來(lái) 繼續(xù)實(shí)施知識(shí)管理的重要成 功因素包括：持續(xù)維護(hù)和相關(guān)的領(lǐng)導(dǎo)，建立激勵(lì)機(jī)制和共同的愿景，以漸進(jìn)的方式改進(jìn)流程（而不是以一蹴而就的方式），在員工已經(jīng)準(zhǔn)備好的情況下隨時(shí)隨地開(kāi)展行動(dòng)，識(shí)別職能模式，適時(shí)地、有效的對(duì)項(xiàng)目的開(kāi)展和業(yè)務(wù)需要進(jìn)行交流。