【正文】 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)目的開展和業(yè)務(wù)需要進(jìn)行交流。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LOOKING AHEAD 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越多。As your organization 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 organization keep pace with demand.6．繼續(xù)前進(jìn)6. Continue the journey. 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。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5. Balance an organizational KM framework with local control. 由于業(yè)績考核是進(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。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)績考核和激勵(lì)機(jī)制和KM戰(zhàn)略結(jié)合起來4. Align performance evaluation and rewards with KM strategy. 定期的對(duì)知識(shí)管理的開展進(jìn)行監(jiān)督。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3. Monitor the health of KM. 在兩年時(shí)間內(nèi)知識(shí)管理實(shí)施預(yù)算也從1300萬美元上升到5700萬美元，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。重組預(yù)算和部門職能來適應(yīng)廣泛實(shí)施知識(shí)管理的企業(yè)運(yùn)作戰(zhàn)略。Reorganize 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 organizational 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2. Realign the organization*s structure and budget. 你可以通過將知識(shí)管理融入業(yè)務(wù)目標(biāo)，管理模式，或者評(píng)估程序來實(shí)現(xiàn)這一階段。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。1. Embed KM in the business model. 在第5階段，你們的組織開始意識(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），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。At Stage 5, your organization 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 organizational petency with unlimited potential to benefit every unit of your organization.第5階段的主要實(shí)施手段KEY ACTIVITIES FOR STAGE 5 通過將那些成功地實(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這一階段。知識(shí)共享已經(jīng)深入人心。你已經(jīng)有一個(gè)與你的戰(zhàn)略相適合的激勵(lì)機(jī)制。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)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。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)。知識(shí)管理的開展已經(jīng)深入到你們組織的方方面面。知識(shí)管理與你們的業(yè)務(wù)工作直接相關(guān)。You have rewards programs in alignment with your KM strategy. You methodically assess your KM strategy, identify gaps, and outline methods to close the gaps. KM initiatives are widely deployed throughout your organization. 我們將告訴你其他公司是如何成功實(shí)施這一階段的，并且?guī)椭愣ㄎ荒銈兘M織的特定需求。要完成這一階段，企業(yè)必須重新定義戰(zhàn)略、進(jìn)行組織構(gòu)架的重組，以及評(píng)估所實(shí)現(xiàn)的業(yè)績?，F(xiàn)在我們到了最后一個(gè)階段：第五階段。Here it is at last: Stage 5. It*s a destination, a new beginning, a journey of its own. To fulfill the potential of this stage, your pany must redefine its strategies, its organizational structure, and its performance assessments. Based on our experiences with guiding the panies who have reached this stage, APQC offers guidance to make this phase of your journey as smooth and productive as possible. We*ll show you how other panies have successfully navigated this portion of the KM path and help you address the specific needs of your organization.Stage 5: Institutionalize Knowledge Management第五階段：知識(shí)管理制度化建設(shè)在第五階段，一些優(yōu)秀的有經(jīng)驗(yàn)的公司評(píng)定了他們知識(shí)管理工作的成果并找出它們自身的弱點(diǎn)。 and Xerox embedded KM evaluation into its Xerox Management Model assessment process.To progress to Stage 5, several bestpractice advanced firms assessed their KM efforts and addressed weaknesses in their KM strategy. Chevron used an internal corporate KM group。交流知識(shí)管理策略LOOKING AHEAD 預(yù)告建立跨職能的小組，創(chuàng)建推廣策略，發(fā)現(xiàn)資源，減少快速成長的問題Resources to successfully support widespread KM initiatives must be conscripted or developed