APQC知识管理实施指南

APQC知识管理实施指南

•Knowledge management has emerged as a topic of interest in your organization.

•At least a few employees have explored the benefits of KM for your organization.

•Someone has had a personal stake in developing interest in KM.

•You or other members of the organization have learned about KM through participation in consortia or conferences.

•The organization has created a high-level rationale or vision for pursuing KM.

•知识治理差不多成为你的组织中一个专门感爱好的话题

•差不多有一些职员从知识治理中得到了好处

•一些人差不多认同知识治理，有专门好的基础

•你和其他一些成员差不多通过培训、企业交流等方式学习了知识治理的内容

•组织有实施知识治理的专门高的愿景

•忽略公司文化和历史

•没有任何论据就推销知识治理

•没有制造任何价值就要求专门大一笔预算

Stage 2: Develop Strategy

第二时期：开发战略

If one or more of the following statements is true, welcome to Stage 2.

假如下面的情形有一个甚至更多跟实际相符，欢迎进入第二时期。

·Your organization has established a KM exploratory group or steering committee for KM.

·An executive sponsor in your organization supports further exploration of KM.

·You are looking for successful, internal grassroots efforts already under way.

·Your IT organization is interested in actively supporting KM initiatives.

·You have stories of how knowledge sharing has helped your organization in the past.

·You have identified pilots that allow you to demonstrate how KM will benefit your organization. ·You have secured ownership, funding, and buy-in for pilots.

·你的组织差不多建立了KM探讨小组或者KM筹委会。

·公司的高层领导支持知识治理的推广

·你所一直关注的成功的内在驱动力差不多存在。

·IT部门对KM的导入和建设感爱好

·你现在差不多把握了一些公司往常的知识共享的案例

·你差不多找到一个试点能够让你证明知识治理是如何使企业收益的

·你差不多确立了试点项目的领导，预算和支持

If most of your answers are "I wish!" you don*t have to stop. And if the tasks mentioned in any of these statements seem difficult to accomplish, APQC can guide you through the rough spots. We can even help you build the business rationale you need to secure funding for pilots. The overall objective of Stage 2 is to formulate a KM strategy that fits the business model. From there, business opportunities are identified and initialized as pilot initiatives. A task force takes charge of these activities on behalf of the organization.

假如大部分的回答是”我期望”，你不需要停下来。假如在那个地点提到的任何任务看起来专门难完成，APQC能够关心你度过难关。第二时期的要紧任务是建立一个符合商业目标的知识治理战略。从那个地点开始，试点的目标将跟业务目标相一致。一个项目团队将基于公司的利益执行他们的行动。

KEY ACTIVITIES FOR STAGE 2

At Stage 2, your organization has reached an important turning point. Perhaps a personal vision of capturing, sharing, and using information and knowledge has become an organizational exploration of business potential. With the support of an executive sponsor, you can now explore specifically how KM will work for your business. The key activities of Stage 2, and some helpful hints, are summarized for you here.

第二时期的关键活动

在第二时期，你的公司差不多到达了一个重要的转折点。或许个人猎取共享和使用信息和知识的愿景差不多变成了公司对业务潜力的探究。在公司领导的支持下，你能够明确的探究KM将如何样为你的业务服务。那个地点列出了总结出的有用的第二时期的关键活动。

1. Form a KM task force.

1.形成“特种部队”

Base this cross-functional team on the core group that has already formed around KM. The team members will identify opportunities for pilots and set the standards for methods to be used across all initiatives.

形成跨职能部门的专业项目团队。那个团队的成员将查找试点的机会，形成方法的标准。

2. Select pilots or identify current initiatives that could work as pilots.

2，选择试点或者发觉能够作为试点的现有的工作

We recommend three pilots. You can select new strategic pilots or adopt current grassroots efforts already under way. Address issues that are important to your business, and design the pilots to show demonstrable, relevant results. Select pilot sponsors with the resources to help the initiative along.

我们举荐3个试点。你能够选择新战略的试点或者采纳差不多进行的一些工作。发觉对公