APQC知识理实施指南
There is a widespread understanding of the value of KM in many organizations and one might assume that mature KM initiatives are widespread as well However the gap between organizations recognizing the value of KM and those fully implementing it is large
目前企业KM解甚企业已认实施KM时机成熟解知识理实施知识理两层次间距离
Establishing knowledge management strategies that will ultimately make your organization more effective can be a daunting task Getting started down the right path is often difficult and staying the course can be even more so as roadblocks spring up in your way Although you may see KM as a worthwhile effort convincing others of its value and making it happen across your organization can be a tall order
建立知识理战略保持企业活力件非常困难事情第步选方更加困难整实施程处充满绊脚石认知识理非常值做件事情信服组织部广泛实施非常艰巨务
APQC*s approach to KM implementation eases your way even as your organization may be struggling to understand the issues tactics and tools necessary for a successful KM journey Our Road Map to Knowledge Management Results Stages of ImplementationTM framework helps you navigate toward true institutionalization by laying out the characteristics requirements and action steps of every stage of KM implementation
APQC套实施方法帮助更解决问题企业正艰难寻求概念理解战术制定工具成功实施知识理APQC提供份实施指南通阶段特征描述需求分析实施步骤等容帮助成功找实施质理正确方实施程分成5部分
Stage 1 Get Started
Stage 2 Develop a Strategy
Stage 3 Design and Launch a KM Initiative
Stage 4 Expand and Support
Stage 5 Institutionalize Knowledge Management
第阶段：启动
第二阶段：策略开发
第三阶段：试点
第四阶段：推广支持
第五阶段：知识理制度化
Based on APQC*s study of and collaboration with best practice organizations over a period of years APQC*s Road Map to Knowledge Management Results Stages of ImplementationTM framework spells out the essential steps to achieve true knowledge management implementation A synthesis of our experience with early adopters assessment of emerging trends and identification of best practices this model serves as a navigation tool for organizations that have seen the glimmer of opportunity in KM to efficiently develop new products beat the competition motivate team members and maximize profits and investments
根APQC年佳实践基础研究总结份实施指南说明成功知识理实施阶段中关键步骤先前实施者历行业发展新趋势佳实践验综合起作指南帮助企业成功实施知识理企业已实施知识理带机会促进企业开发新产品战胜竞争手激励团队成员利润收益化
Each stage involves description of provoking events objectives key players and roles governance and structure information technology impact the nature of business cases measurement approaches and budget issues By completing the key activities for each stage your organization will maintain sound footing throughout the entire KM implementation process
APQC年优秀企业研究合作基础份实施指南详细描述知识理实施阶段阶段包含导火索目标理构架信息技术案例衡量方法预算完成阶段关键活动企业知识理实施程中断提高
Stage 1 Get Started
第阶段：启动
Learning where you are is the first important task along your path to knowledge management success APQC shows you where to start and points you in the right direction
认清现状成功实施知识理首务指南指出应该里入手正确方
If one or more of the following statements is true your organization is likely ready to embark on Stage 1 of the journey
果面列情况属事实组织已做准备请进入知识理第阶段
· 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 highlevel rationale or vision for pursuing KM
· 知识理已成组织中非常感兴趣话题
· 已员工知识理中处
· 已认知识理基础
· 成员已通培训企业交流等方式学知识理容
· 组织实施知识理高愿景
第阶段关键活动
KEY ACTIVITIES FOR STAGE 1
So what now you might wonder Fortunately APQC has been here before with dozens of worldclass companies and knows what it takes to initiate this complex process Based on the organization*s wealth of experience APQC has summarized the key activities as well as some helpful hints of Stage 1
As an insightful innovator and early promoter of KM your tasks at this exciting stage are to define KM for others in your organization share stories of how KM has helped other successful companies and align KM use with current initiatives
会想：说现该做什幸运APQC世界顶级公司已历程知道应该样开始复杂程基验APQC总结出第阶段关键活动作洞察力改革者者知识理早期推动者阶段务定义知识理享知识理成功案例知识理目前工作联系起保持方致
1 Make the concepts of KM real for others in your organization
Create a clear tangible picture of the benefits of KM as they relate to goals in your organization Use simple definitions and simple language to explore real problems opportunities and the potential value that KM addresses
1企业知识理理念解释推广
知识理公司目标联系起家清楚知识理处简单定义简单语言指出实际存问题机会知识理潜价值
2 Identify others to support the development of KM
To find advocates of knowledge management look around the organization for current activities that might already be related to KM Look for smaller communities or groups that are currently sharing knowledge and make connections with these people Recruiting wellrespected influential people is always a good idea
Next consider which of the following phrases really gets your attention Cost cutting Improved efficiency Pressure from competitors Streamlined information access Simplified processes As an agent of change find the greatest motivating value factor in your organization to influence others to support KM initiatives
2寻求支持推广知识理
找出目前组织部联系知识理活动找出享知识组取联系寻求影响力支持意
然检查面问题没引起注意：降低成？提高效率？滑信息交流？简单流程？作变革动力组织寻找激励性素影响支持KM工作
3 Look for windows of opportunity to introduce the benefits of KM
Find where KM will be most valued by talking to people involved with strategic initiatives internal consulting groups or people inside the company with whom you*ve developed personal relationships Then answer the following questions What are their objectives What issues are being addressed How can KM help the organization meet those objectives and deal with those issues
3发现知识理应机会
通审者公司已建立关系讨知识理发挥价值方然回答列问题：目标什？达成目标存什样问题知识理样解决问题达目标
4 Capitalize on the Internet and enlist the IT department to provide tools and a balanced view of KM
Make connections with your IT leaders to find out what KM possibilities are available with existing technology Find out what capabilities realistic upgrades might provide Remember that the IT department can truly be a catalyst for emerging KM support technologies
4利Internet获IT部门支持
联系IT部门领导找出目前技术做什样子记住IT部门KM重支柱
ROADBLOCKS TO SUCCESS
·Ignoring your corporate culture and history not addressing issues that might hinder KM
·Attempting to sell an enterprisewide approach without building evidence first
·Asking for a large budget before creating a compelling value proposition
成功路绊脚石
· 忽略公司文化历史
· 没推销知识理
· 没创造价值求笔预算
Stage 2 Develop Strategy
第二阶段：开发战略
If one or more of the following statements is true welcome to Stage 2
果面情况甚更实际相符欢迎进入第二阶段
·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 buyin for pilots
·
组织已建立KM探讨组者KM筹委会
·公司高层领导支持知识理推广
·直关注成功驱动力已存
·IT部门KM导入建设感兴趣
·现已掌握公司前知识享案例
·已找试点证明知识理企业收益
·已确立试点项目领导预算支持
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
果部分回答希需停果里提务起难完成APQC帮助度难关第二阶段务建立符合商业目标知识理战略里开始试点目标业务目标相致项目团队基公司利益执行行动
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
第二阶段关键活动
第二阶段公司已达重转折点许获取享信息知识愿景已变成公司业务潜力探索公司领导支持明确探索KM样业务服务里列出总结出第二阶段关键活动
1 Form a KM task force
1形成特种部队
Base this crossfunctional 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
形成跨职部门专业项目团队团队成员寻找试点机会形成方法标准
2 Select pilots or identify current initiatives that could work as pilots
2选择试点者发现作试点现工作
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
推荐3试点选择新战略试点者采已进行工作发现公司业务重东西设计试点显示证结果选择试点支持者提供实施需资源
3 Find the resources to support the pilot
3发现资源支持试点工作
The most important resources are skilled staff members who can facilitate the initiative and who are authorized by management to focus their time on it Other resources include IT applications that might need to be created or modified They may be extensive‹or you may have them already
重资源技术熟练工推动试点工作允许花费长时间资源IT需创建修改程序资源非常广泛已准备齐全
Stage 3 Design and Launch KM Initiatives
第三阶段：设计启动KM工作
You*ve already come a long way You*ve formed a task force identified and designed a pilot and located resources Now you*re approaching Stage 3 that exciting point of launching successful pilots and gathering results
项目已进行部分已形成团队找出设计试点确定资源现正走第三阶段
If one or more of the following statements is true you are at the midway point of your journey Welcome to Stage 3
果情况者符合情况说明项目已进行半欢迎第三阶段
·Your organization has designed a pilot and implementation strategies
·You have launched communities of practice an interactive KM Intranet site or some other pilot initiative
·You have enlisted and trained pilot facilitators and leaders
·You have established pilot measures and indicators and developed a system for tracking and reporting results
·You have created strategies for learning from your KM initiatives
·You have mapped out strategies for expanding your pilot initiatives across the organization
·组织已设计试点执行战略
·已启动验交流团队交互式KM部站点
·已找培训试点推动者领导者
·已建立试点工作措施衡量标准形成踪反馈机制
·已创建KM工作中学战略
·已勾画出全公司推广试点策略
Stage 3 can be a rewarding time of new organizational growth and vitality The overall objectives of Stage 3 are to conduct successful pilots provide evidence of KM*s business value and capture lessons learned
第三阶段收益时间目标引导成功试点提供KM商业价值证总结验
KEY ACTIVITIES FOR STAGE 3
第三阶段关键活动
At stage 3 the benefits of capturing sharing and using information and knowledge have begun to take definite form This is the time to harness the momentum from the first two stages and focus on details such as a formal budget Leadership now needs to see the potential for measurable gains and ROI from successful pilots
第三阶段获取享知识信息处已非常明显时候前两阶段悬未决务详细化份正式预算领导现需试点预计收益潜力投资回报率
1 Fund the pilots
Assign a KM oversight group such as a steering committee or crossunit task force to reallocate organizational resources such as money and time for KM initiatives Every bestpractice partner including the World Bank Chevron HP Consulting Xerox and Siemens reported having a KM task force to provide supervision and support for the reallocation of organizational resources
1形成试点
形成组筹划委员会者跨单位团队分配资金时间等资源成功公司包括世界银行HP等建立专门团队理支持公司资源分配
2 Develop methodologies that can be replicated
Avoid building knowledge collections without an active community to contribute to the effort Combine knowledge providers and knowledge users in a seamless community of practitioners Allow these active communities to form voluntarily from natural groupings that span boundaries encourage participation with facetoface networking and communitydriven Web sites Establish a process for screening filtering and validating shared knowledge from the sites before presenting it as organizational knowledge
2．形成通方法：
避免脱离活跃社区努力收集知识通间隔实践社区知识提供者知识者结合起允许活跃社区发组织团队拓展知识理边界鼓励面面交流虚拟网络社区建立流程监控筛选发布享知识知识知识提升组织知识
3 Capture lessons learned
The oversight group must discuss lessons learned at regular meetings and provide a common space for sharing the results To complete this most crucial last step answer questions such as What made the pilots most successful and Are the results worth investing in for expansion
团队常会议分享讨公司案例完成关重步骤回答问题试点什会成功结果否值推广？
LOOKING AHEAD
预告
After your company assesses the pilots KM will continue along one of three paths KM efforts will be expanded to new initiatives existing initiatives will be improved or the status quo will be maintained in which case employees will likely revert to prior behavior
公司评定试点工作知识理继续剩三分路KM实施逐渐扩展新项目提升现工作固化新工作模式防止员工惯返回前工作方式
Stage 4 Expand and Support
第四阶段：扩展支持
By now you*ve gained quite a bit of expertise You*ve launched pilots gathered results captured some important lessons and decided to continue the KM journey Stage 4 involves expanding KM initiatives throughout your organization which necessitates rapid and highly visible growth
现已获KM实施验已启动试点项目收集结果教训决定继续KM旅第四阶段介绍样整公司推广知识理成公司迅速增长必
If one or more of the following statements is true you are steadily nearing the final stage of your journey Welcome to Stage 4
果面列举集中情况种种属实已快接成功终点欢迎进入第四阶段
·Other departments in the organization are expressing a demand for KM based on pilot results
·You have begun to market KM throughout the organization
·You have made the entire organization aware of KM
·You have an expansion strategy in place for your KM initiatives
·You have identified the resources necessary for expanding your KM efforts
·根试点结果部门明确表示知识理需求
·已开始整公司推销知识理
·已整公司关注知识理
·适知识理推广扩展计划
·已清楚指明推广知识理需资源
The overall objectives of Stage 4 are to develop and market an expansion strategy and to effectively manage KM growth Being given the green light to expand adds the pressure of meeting formal business evaluations and ROI justification APQC can help you through this stage by sharing with you the experiences of companies who have already been there‹and come through it successfully
第四阶段总体目标开发部署知识理推广战略效理知识增长果步继续推广知识理需研究企业业务模式投资回报APQC已世界成功公司积累丰富验里分享
KEY ACTIVITIES FOR STAGE 4
第四阶段关键活动
Getting through this highly visible stage requires meeting ROI demands and carefully managing KM growth The good news is that KM is at this point well on its way to being considered a necessary organizational competency
利进行预见阶段需符合投资回报求心理知识增长消息知识理阶段已认企业核心竞争力
1 Develop an expansion strategy
1开发推广战略
You can choose to apply the pilot selection criteria for programs in other departments or develop an allatonce strategy to universally implement KM Regardless of your approach provide the appropriate resources such as a group of core facilitators CoP leaders a corporate KM group or a chief knowledge officer Make sure the necessary technology is in place and that appropriate user support is available
选择新试点实施方案者选择全公司范围知识理实施采什方法提供合适资源群核心协调员公司领导知识理员知识总监等非常必确保必技术合适户处时运位置
Deal with cultural challenges Deal with language issues software exists that can automatically translate shared information in global CoPs You can deal with the silo mentality for example by obtaining active support from senior leadership
解决企业文化方面挑战解决语言问题已存软件动翻译公司范围传播享信息寻求精神支柱想办法高层领导层全面支持
2 Communicate and market the strategy
Publicize KM initiatives throughout the organization Some options include incorporating KM training into newhire orientation training managers and quality coordinators holding an open house knowledge fair or regular meetings or advertising on the intranet or through brochures and pamphlets
2沟通推广战略
整组织宣扬KM工作新员工进行知识理培训培训理等级员保持开放场常规会议 部网进行宣传者通册子进行宣传
3 Manage growth
Control the confusion from the explosion of KM initiatives that normally happens at this stage A consistent online policy can keep KM resources organized consistent and easily accessible World Bank for example has a technology group that spends about 50 percent of its time on technology issues related to KM and managing information on the internal and external Web
3理成长
知识理工作推广扩展程中控制混乱非常重常发生致政策保证知识理资源组织致容易利世界银行专门技术组花费50时间KM关技术理部外部WEB信息
STAGE 4 SUCCESS
第四阶段成功
·Appoint a central crossfunctional KM group to create an expansion strategy identify required resources and alleviate confusion from rapid growth
·Resources to successfully support widespread KM initiatives must be conscripted or developed from other units
·Communicate the KM strategy using vigorous marketing
·建立跨职组创建推广策略发现资源减少快速成长问题
·成功支持KM工作资源必须单位发掘
·交流知识理策略
LOOKING AHEAD
预告
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 World Bank engaged an outside team of KM practitioners and Xerox embedded KM evaluation into its Xerox Management Model assessment process
第五阶段优秀验公司评定知识理工作成果找出身弱点Chevron公司建立部知识理组世界银行外部资源XeroxKM评估融入施乐理模型评估程
Stage 5 Institutionalize Knowledge Management
第五阶段：知识理制度化建设
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 company must redefine its strategies its organizational structure and its performance assessments Based on our experiences with guiding the companies 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 companies have successfully navigated this portion of the KM path and help you address the specific needs of your organization
现阶段：第五阶段终点新开始更完善程完成阶段企业必须重新定义战略进行组织构架重组评估实现业绩根指导进入阶段企业验APQC帮助企业利高效完成阶段实施告诉公司成功实施阶段帮助定位组织特定需求
If one or more of the following statements is true you are beginning to integrate KM throughout your organization KM is on its way to becoming how you do business
果情况真实应该开始整组织部整合推广知识理知识理正步步变成业务部分
·KM is directly linked to your business model
·KM initiatives are widely deployed throughout your organization
·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 organization
·知识理业务工作直接相关
·知识理开展已深入组织方方面面
·员工理员已接受关知识理技术培训
·已系统评估知识理战略分析差距已找核心方法解决
·正式支持机制运作知识理
·已战略相适合激励机制
·知识享已深入心
Stage 5 places you among a few select companies who have reached this stage of institutionalized KM APQC can help you through this stage by sharing with you the experiences of companies 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
阶段部分已处阶段已知识理制度化公司起通成功实施阶段已发挥知识理力企业验享APQC帮助利通阶段帮助利机会避免必损失
KEY ACTIVITIES FOR STAGE 5
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 becomes a necessary organizational competency with unlimited potential to benefit every unit of your organization
第5阶段实施手段
第5阶段组织开始意识知识理种企业运作战略（数库）必成综合企业运作机制部分知识理变成种必核心竞争力具限企业员工受益潜力
1 Embed KM in the business model
This step is necessary to obtain CEO and senior executive support You can accomplish 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．知识理融入业务运作机制
阶段需获CEO高层支持通知识理融入业务目标理模式者评估程序实现阶段预计阶段财务压力会升初期障碍功性障碍会消失
2 Realign the organization*s structure and budget
Reorganize budget and departmental responsibilities to accommodate 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 allencompassing 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．重新设计组织构架预算
重组预算部门职适应广泛实施知识理企业运作战略例世界银行知识理领导权公司信息总监转移营运总监目知识理数库理层次升全局性战略两年时间知识理实施预算1300万美元升5700万美元KM定贡献活动预算整合起阶段会发现组织构架某种程度会然适应种新工作方式
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．监督KM正常运行
定期知识理开展进行监督请外部评估组指导部知识理成熟度评估工作者员工进行知识理调查
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．公司业绩考核激励机制KM战略结合起
业绩考核进行加薪升职基础知识理标准放入考核指标中帮助员工更理解知识理作应该实施符合KM战略员制定奖励计划
5 Balance an organizational KM framework with local control
Link companywide 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．组织知识理框架域控制间找衡
必致性应该公司业务目标知识理项目联系起时允许非正式组织发展够符合需知识理资源通业务需驱动KM政策
6 Continue the journey
As your organization becomes 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．继续前进
组织变成真正知识分享企业节约成时间目知识流需求变越越保持高层知识理知识力度帮助组织时满足需求
LOOKING AHEAD
Critical success factors for continuing the KM journey include maintaining committed 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 communicating constantly and effectively about initiatives and business needs
展未
继续实施知识理重成功素包括：持续维护相关领导建立激励机制愿景渐进方式改进流程（蹴方式）员工已准备情况时开展行动识职模式适时效项目开展业务需进行交流
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There is a widespread understanding of the value of KM in many organizations and one might assume that mature KM initiatives are widespread as well However the gap between organizations recognizing the value of KM and those fully implementing it is large
目前企业KM解甚企业已认实施KM时机成熟解知识理实施知识理两层次间距离
Establishing knowledge management strategies that will ultimately make your organization more effective can be a daunting task Getting started down the right path is often difficult and staying the course can be even more so as roadblocks spring up in your way Although you may see KM as a worthwhile effort convincing others of its value and making it happen across your organization can be a tall order
建立知识理战略保持企业活力件非常困难事情第步选方更加困难整实施程处充满绊脚石认知识理非常值做件事情信服组织部广泛实施非常艰巨务
APQC*s approach to KM implementation eases your way even as your organization may be struggling to understand the issues tactics and tools necessary for a successful KM journey Our Road Map to Knowledge Management Results Stages of ImplementationTM framework helps you navigate toward true institutionalization by laying out the characteristics requirements and action steps of every stage of KM implementation
APQC套实施方法帮助更解决问题企业正艰难寻求概念理解战术制定工具成功实施知识理APQC提供份实施指南通阶段特征描述需求分析实施步骤等容帮助成功找实施质理正确方实施程分成5部分
Stage 1 Get Started
Stage 2 Develop a Strategy
Stage 3 Design and Launch a KM Initiative
Stage 4 Expand and Support
Stage 5 Institutionalize Knowledge Management
第阶段：启动
第二阶段：策略开发
第三阶段：试点
第四阶段：推广支持
第五阶段：知识理制度化
Based on APQC*s study of and collaboration with best practice organizations over a period of years APQC*s Road Map to Knowledge Management Results Stages of ImplementationTM framework spells out the essential steps to achieve true knowledge management implementation A synthesis of our experience with early adopters assessment of emerging trends and identification of best practices this model serves as a navigation tool for organizations that have seen the glimmer of opportunity in KM to efficiently develop new products beat the competition motivate team members and maximize profits and investments
根APQC年佳实践基础研究总结份实施指南说明成功知识理实施阶段中关键步骤先前实施者历行业发展新趋势佳实践验综合起作指南帮助企业成功实施知识理企业已实施知识理带机会促进企业开发新产品战胜竞争手激励团队成员利润收益化
Each stage involves description of provoking events objectives key players and roles governance and structure information technology impact the nature of business cases measurement approaches and budget issues By completing the key activities for each stage your organization will maintain sound footing throughout the entire KM implementation process
APQC年优秀企业研究合作基础份实施指南详细描述知识理实施阶段阶段包含导火索目标理构架信息技术案例衡量方法预算完成阶段关键活动企业知识理实施程中断提高
Stage 1 Get Started
第阶段：启动
Learning where you are is the first important task along your path to knowledge management success APQC shows you where to start and points you in the right direction
认清现状成功实施知识理首务指南指出应该里入手正确方
If one or more of the following statements is true your organization is likely ready to embark on Stage 1 of the journey
果面列情况属事实组织已做准备请进入知识理第阶段
· 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 highlevel rationale or vision for pursuing KM
· 知识理已成组织中非常感兴趣话题
· 已员工知识理中处
· 已认知识理基础
· 成员已通培训企业交流等方式学知识理容
· 组织实施知识理高愿景
第阶段关键活动
KEY ACTIVITIES FOR STAGE 1
So what now you might wonder Fortunately APQC has been here before with dozens of worldclass companies and knows what it takes to initiate this complex process Based on the organization*s wealth of experience APQC has summarized the key activities as well as some helpful hints of Stage 1
As an insightful innovator and early promoter of KM your tasks at this exciting stage are to define KM for others in your organization share stories of how KM has helped other successful companies and align KM use with current initiatives
会想：说现该做什幸运APQC世界顶级公司已历程知道应该样开始复杂程基验APQC总结出第阶段关键活动作洞察力改革者者知识理早期推动者阶段务定义知识理享知识理成功案例知识理目前工作联系起保持方致
1 Make the concepts of KM real for others in your organization
Create a clear tangible picture of the benefits of KM as they relate to goals in your organization Use simple definitions and simple language to explore real problems opportunities and the potential value that KM addresses
1企业知识理理念解释推广
知识理公司目标联系起家清楚知识理处简单定义简单语言指出实际存问题机会知识理潜价值
2 Identify others to support the development of KM
To find advocates of knowledge management look around the organization for current activities that might already be related to KM Look for smaller communities or groups that are currently sharing knowledge and make connections with these people Recruiting wellrespected influential people is always a good idea
Next consider which of the following phrases really gets your attention Cost cutting Improved efficiency Pressure from competitors Streamlined information access Simplified processes As an agent of change find the greatest motivating value factor in your organization to influence others to support KM initiatives
2寻求支持推广知识理
找出目前组织部联系知识理活动找出享知识组取联系寻求影响力支持意
然检查面问题没引起注意：降低成？提高效率？滑信息交流？简单流程？作变革动力组织寻找激励性素影响支持KM工作
3 Look for windows of opportunity to introduce the benefits of KM
Find where KM will be most valued by talking to people involved with strategic initiatives internal consulting groups or people inside the company with whom you*ve developed personal relationships Then answer the following questions What are their objectives What issues are being addressed How can KM help the organization meet those objectives and deal with those issues
3发现知识理应机会
通审者公司已建立关系讨知识理发挥价值方然回答列问题：目标什？达成目标存什样问题知识理样解决问题达目标
4 Capitalize on the Internet and enlist the IT department to provide tools and a balanced view of KM
Make connections with your IT leaders to find out what KM possibilities are available with existing technology Find out what capabilities realistic upgrades might provide Remember that the IT department can truly be a catalyst for emerging KM support technologies
4利Internet获IT部门支持
联系IT部门领导找出目前技术做什样子记住IT部门KM重支柱
ROADBLOCKS TO SUCCESS
·Ignoring your corporate culture and history not addressing issues that might hinder KM
·Attempting to sell an enterprisewide approach without building evidence first
·Asking for a large budget before creating a compelling value proposition
成功路绊脚石
· 忽略公司文化历史
· 没推销知识理
· 没创造价值求笔预算
Stage 2 Develop Strategy
第二阶段：开发战略
If one or more of the following statements is true welcome to Stage 2
果面情况甚更实际相符欢迎进入第二阶段
·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 buyin for pilots
·
组织已建立KM探讨组者KM筹委会
·公司高层领导支持知识理推广
·直关注成功驱动力已存
·IT部门KM导入建设感兴趣
·现已掌握公司前知识享案例
·已找试点证明知识理企业收益
·已确立试点项目领导预算支持
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
果部分回答希需停果里提务起难完成APQC帮助度难关第二阶段务建立符合商业目标知识理战略里开始试点目标业务目标相致项目团队基公司利益执行行动
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
第二阶段关键活动
第二阶段公司已达重转折点许获取享信息知识愿景已变成公司业务潜力探索公司领导支持明确探索KM样业务服务里列出总结出第二阶段关键活动
1 Form a KM task force
1形成特种部队
Base this crossfunctional 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
形成跨职部门专业项目团队团队成员寻找试点机会形成方法标准
2 Select pilots or identify current initiatives that could work as pilots
2选择试点者发现作试点现工作
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
推荐3试点选择新战略试点者采已进行工作发现公司业务重东西设计试点显示证结果选择试点支持者提供实施需资源
3 Find the resources to support the pilot
3发现资源支持试点工作
The most important resources are skilled staff members who can facilitate the initiative and who are authorized by management to focus their time on it Other resources include IT applications that might need to be created or modified They may be extensive‹or you may have them already
重资源技术熟练工推动试点工作允许花费长时间资源IT需创建修改程序资源非常广泛已准备齐全
Stage 3 Design and Launch KM Initiatives
第三阶段：设计启动KM工作
You*ve already come a long way You*ve formed a task force identified and designed a pilot and located resources Now you*re approaching Stage 3 that exciting point of launching successful pilots and gathering results
项目已进行部分已形成团队找出设计试点确定资源现正走第三阶段
If one or more of the following statements is true you are at the midway point of your journey Welcome to Stage 3
果情况者符合情况说明项目已进行半欢迎第三阶段
·Your organization has designed a pilot and implementation strategies
·You have launched communities of practice an interactive KM Intranet site or some other pilot initiative
·You have enlisted and trained pilot facilitators and leaders
·You have established pilot measures and indicators and developed a system for tracking and reporting results
·You have created strategies for learning from your KM initiatives
·You have mapped out strategies for expanding your pilot initiatives across the organization
·组织已设计试点执行战略
·已启动验交流团队交互式KM部站点
·已找培训试点推动者领导者
·已建立试点工作措施衡量标准形成踪反馈机制
·已创建KM工作中学战略
·已勾画出全公司推广试点策略
Stage 3 can be a rewarding time of new organizational growth and vitality The overall objectives of Stage 3 are to conduct successful pilots provide evidence of KM*s business value and capture lessons learned
第三阶段收益时间目标引导成功试点提供KM商业价值证总结验
KEY ACTIVITIES FOR STAGE 3
第三阶段关键活动
At stage 3 the benefits of capturing sharing and using information and knowledge have begun to take definite form This is the time to harness the momentum from the first two stages and focus on details such as a formal budget Leadership now needs to see the potential for measurable gains and ROI from successful pilots
第三阶段获取享知识信息处已非常明显时候前两阶段悬未决务详细化份正式预算领导现需试点预计收益潜力投资回报率
1 Fund the pilots
Assign a KM oversight group such as a steering committee or crossunit task force to reallocate organizational resources such as money and time for KM initiatives Every bestpractice partner including the World Bank Chevron HP Consulting Xerox and Siemens reported having a KM task force to provide supervision and support for the reallocation of organizational resources
1形成试点
形成组筹划委员会者跨单位团队分配资金时间等资源成功公司包括世界银行HP等建立专门团队理支持公司资源分配
2 Develop methodologies that can be replicated
Avoid building knowledge collections without an active community to contribute to the effort Combine knowledge providers and knowledge users in a seamless community of practitioners Allow these active communities to form voluntarily from natural groupings that span boundaries encourage participation with facetoface networking and communitydriven Web sites Establish a process for screening filtering and validating shared knowledge from the sites before presenting it as organizational knowledge
2．形成通方法：
避免脱离活跃社区努力收集知识通间隔实践社区知识提供者知识者结合起允许活跃社区发组织团队拓展知识理边界鼓励面面交流虚拟网络社区建立流程监控筛选发布享知识知识知识提升组织知识
3 Capture lessons learned
The oversight group must discuss lessons learned at regular meetings and provide a common space for sharing the results To complete this most crucial last step answer questions such as What made the pilots most successful and Are the results worth investing in for expansion
团队常会议分享讨公司案例完成关重步骤回答问题试点什会成功结果否值推广？
LOOKING AHEAD
预告
After your company assesses the pilots KM will continue along one of three paths KM efforts will be expanded to new initiatives existing initiatives will be improved or the status quo will be maintained in which case employees will likely revert to prior behavior
公司评定试点工作知识理继续剩三分路KM实施逐渐扩展新项目提升现工作固化新工作模式防止员工惯返回前工作方式
Stage 4 Expand and Support
第四阶段：扩展支持
By now you*ve gained quite a bit of expertise You*ve launched pilots gathered results captured some important lessons and decided to continue the KM journey Stage 4 involves expanding KM initiatives throughout your organization which necessitates rapid and highly visible growth
现已获KM实施验已启动试点项目收集结果教训决定继续KM旅第四阶段介绍样整公司推广知识理成公司迅速增长必
If one or more of the following statements is true you are steadily nearing the final stage of your journey Welcome to Stage 4
果面列举集中情况种种属实已快接成功终点欢迎进入第四阶段
·Other departments in the organization are expressing a demand for KM based on pilot results
·You have begun to market KM throughout the organization
·You have made the entire organization aware of KM
·You have an expansion strategy in place for your KM initiatives
·You have identified the resources necessary for expanding your KM efforts
·根试点结果部门明确表示知识理需求
·已开始整公司推销知识理
·已整公司关注知识理
·适知识理推广扩展计划
·已清楚指明推广知识理需资源
The overall objectives of Stage 4 are to develop and market an expansion strategy and to effectively manage KM growth Being given the green light to expand adds the pressure of meeting formal business evaluations and ROI justification APQC can help you through this stage by sharing with you the experiences of companies who have already been there‹and come through it successfully
第四阶段总体目标开发部署知识理推广战略效理知识增长果步继续推广知识理需研究企业业务模式投资回报APQC已世界成功公司积累丰富验里分享
KEY ACTIVITIES FOR STAGE 4
第四阶段关键活动
Getting through this highly visible stage requires meeting ROI demands and carefully managing KM growth The good news is that KM is at this point well on its way to being considered a necessary organizational competency
利进行预见阶段需符合投资回报求心理知识增长消息知识理阶段已认企业核心竞争力
1 Develop an expansion strategy
1开发推广战略
You can choose to apply the pilot selection criteria for programs in other departments or develop an allatonce strategy to universally implement KM Regardless of your approach provide the appropriate resources such as a group of core facilitators CoP leaders a corporate KM group or a chief knowledge officer Make sure the necessary technology is in place and that appropriate user support is available
选择新试点实施方案者选择全公司范围知识理实施采什方法提供合适资源群核心协调员公司领导知识理员知识总监等非常必确保必技术合适户处时运位置
Deal with cultural challenges Deal with language issues software exists that can automatically translate shared information in global CoPs You can deal with the silo mentality for example by obtaining active support from senior leadership
解决企业文化方面挑战解决语言问题已存软件动翻译公司范围传播享信息寻求精神支柱想办法高层领导层全面支持
2 Communicate and market the strategy
Publicize KM initiatives throughout the organization Some options include incorporating KM training into newhire orientation training managers and quality coordinators holding an open house knowledge fair or regular meetings or advertising on the intranet or through brochures and pamphlets
2沟通推广战略
整组织宣扬KM工作新员工进行知识理培训培训理等级员保持开放场常规会议 部网进行宣传者通册子进行宣传
3 Manage growth
Control the confusion from the explosion of KM initiatives that normally happens at this stage A consistent online policy can keep KM resources organized consistent and easily accessible World Bank for example has a technology group that spends about 50 percent of its time on technology issues related to KM and managing information on the internal and external Web
3理成长
知识理工作推广扩展程中控制混乱非常重常发生致政策保证知识理资源组织致容易利世界银行专门技术组花费50时间KM关技术理部外部WEB信息
STAGE 4 SUCCESS
第四阶段成功
·Appoint a central crossfunctional KM group to create an expansion strategy identify required resources and alleviate confusion from rapid growth
·Resources to successfully support widespread KM initiatives must be conscripted or developed from other units
·Communicate the KM strategy using vigorous marketing
·建立跨职组创建推广策略发现资源减少快速成长问题
·成功支持KM工作资源必须单位发掘
·交流知识理策略
LOOKING AHEAD
预告
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 World Bank engaged an outside team of KM practitioners and Xerox embedded KM evaluation into its Xerox Management Model assessment process
第五阶段优秀验公司评定知识理工作成果找出身弱点Chevron公司建立部知识理组世界银行外部资源XeroxKM评估融入施乐理模型评估程
Stage 5 Institutionalize Knowledge Management
第五阶段：知识理制度化建设
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 company must redefine its strategies its organizational structure and its performance assessments Based on our experiences with guiding the companies 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 companies have successfully navigated this portion of the KM path and help you address the specific needs of your organization
现阶段：第五阶段终点新开始更完善程完成阶段企业必须重新定义战略进行组织构架重组评估实现业绩根指导进入阶段企业验APQC帮助企业利高效完成阶段实施告诉公司成功实施阶段帮助定位组织特定需求
If one or more of the following statements is true you are beginning to integrate KM throughout your organization KM is on its way to becoming how you do business
果情况真实应该开始整组织部整合推广知识理知识理正步步变成业务部分
·KM is directly linked to your business model
·KM initiatives are widely deployed throughout your organization
·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 organization
·知识理业务工作直接相关
·知识理开展已深入组织方方面面
·员工理员已接受关知识理技术培训
·已系统评估知识理战略分析差距已找核心方法解决
·正式支持机制运作知识理
·已战略相适合激励机制
·知识享已深入心
Stage 5 places you among a few select companies who have reached this stage of institutionalized KM APQC can help you through this stage by sharing with you the experiences of companies 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
阶段部分已处阶段已知识理制度化公司起通成功实施阶段已发挥知识理力企业验享APQC帮助利通阶段帮助利机会避免必损失
KEY ACTIVITIES FOR STAGE 5
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 becomes a necessary organizational competency with unlimited potential to benefit every unit of your organization
第5阶段实施手段
第5阶段组织开始意识知识理种企业运作战略（数库）必成综合企业运作机制部分知识理变成种必核心竞争力具限企业员工受益潜力
1 Embed KM in the business model
This step is necessary to obtain CEO and senior executive support You can accomplish 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．知识理融入业务运作机制
阶段需获CEO高层支持通知识理融入业务目标理模式者评估程序实现阶段预计阶段财务压力会升初期障碍功性障碍会消失
2 Realign the organization*s structure and budget
Reorganize budget and departmental responsibilities to accommodate 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 allencompassing 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．重新设计组织构架预算
重组预算部门职适应广泛实施知识理企业运作战略例世界银行知识理领导权公司信息总监转移营运总监目知识理数库理层次升全局性战略两年时间知识理实施预算1300万美元升5700万美元KM定贡献活动预算整合起阶段会发现组织构架某种程度会然适应种新工作方式
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．监督KM正常运行
定期知识理开展进行监督请外部评估组指导部知识理成熟度评估工作者员工进行知识理调查
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．公司业绩考核激励机制KM战略结合起
业绩考核进行加薪升职基础知识理标准放入考核指标中帮助员工更理解知识理作应该实施符合KM战略员制定奖励计划
5 Balance an organizational KM framework with local control
Link companywide 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．组织知识理框架域控制间找衡
必致性应该公司业务目标知识理项目联系起时允许非正式组织发展够符合需知识理资源通业务需驱动KM政策
6 Continue the journey
As your organization becomes 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．继续前进
组织变成真正知识分享企业节约成时间目知识流需求变越越保持高层知识理知识力度帮助组织时满足需求
LOOKING AHEAD
Critical success factors for continuing the KM journey include maintaining committed 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 communicating constantly and effectively about initiatives and business needs
展未
继续实施知识理重成功素包括：持续维护相关领导建立激励机制愿景渐进方式改进流程（蹴方式）员工已准备情况时开展行动识职模式适时效项目开展业务需进行交流
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