知识管理英文Word格式文档下载.docx
- 文档编号:7182477
- 上传时间:2023-05-08
- 格式:DOCX
- 页数:21
- 大小:27.79KB
知识管理英文Word格式文档下载.docx
《知识管理英文Word格式文档下载.docx》由会员分享,可在线阅读,更多相关《知识管理英文Word格式文档下载.docx(21页珍藏版)》请在冰点文库上搜索。
1.1Whyhasknowledgebecomeastrategicbusinessissue?
1.2TheKPMGglobalvisionandstrategy
2Knowledgemanagementdefined
2.1Knowledge
2.2Knowledgemanagement
2.3Theknowledgesystem
3KnowledgemanagementinIRM
3.1TheUnitedKingdom
3.1.1KMstructures
3.2TheUnitedStates
3.3InternationalHeadquarters(IHQ)
3.4SouthAfrica
4Benefits
4.1Keybenefits
4.1.1Tangiblebenefits
4.1.2Intangiblebenefits
5Costs
6Challenges
6.1Wheretostart?
6.2Culturalchange
6.3Knowledgemanagementstrategy
7Technology
8Contentandmaintenance
8.1Genericknowledge
8.2Layout
8.3Clientconfidentiality
8.4Maintenanceandsanitation
8.5Acompleteprocess
9Thenextsteps
AppendixA-SuggestedIRMSouthAfricaknowledgerepositorystructure
AppendixB-DraftjobdescriptionsforstaffingofaKnowledgeCentre
1Background
Recentlytherehasbeenashiftawayfroma揷apitalasset”basedeconomytoonewherethestrategicassetsofanyorganisationareitsknowledgeassets.Thischangeinparadigmisasgreatastheshiftinthepastfromanagriculturaltoanindustrial-basedeconomyatthestartoftheIndustrialRevolution.
Theuseofknowledge,anditssubsequentmanagement,asastrategictooltoenablefirmstogainanedgeovertheircompetitorshasbeenenabledthrough:
⏹technologicaladvancementsallowingthecapture,managementanddisseminationofvastquantitiesofinformationwithinorganisations;
⏹theemergenceof搗irtualorganisations”inwhichtraditionalboundariesseparatingbusinessunitsareblurring;
and
⏹knowledgebeingutilisedtochangeorganisationsandopennewmarkets.
Inaddition,therisksofnotmanagingone抯knowledgeassetsincludes:
⏹lossofproductivityandopportunitiesthroughwastedtimefindinginformationanddatawithinanorganisation;
⏹informationoverloadasaresultofnotoolsorprocessesbeinginplacetomanageandorganisedataandinformation;
⏹thelossofknowledgeduetostaffattrition(itisestimatedthat50%ofknowledgenotactivelystoredandmanagedislostevery5yearsassuminga10%turnoverinstaffperannum);
⏹continualre-inventingofthewheelaslessonslearnedinthepastarenotstoredandpassedontoothersintheorganisation.
1.2TheKPMGglobalvisionandstrategy
揔PMGistheglobaladvisoryfirmwhoseaimistoturnknowledgeintovalueforthebenefitofitsclients,itspeopleanditscommunities.”
KPMGisaknowledge-basedorganisation.Whilethatimpliesthatwerecruitandretainthehighestcalibreofperson,itisnotsomuchthepoolofknowledgethatisKPMGthatcounts,butratherhowweturnthatknowledgeintovalue.
Ourknowledgecanbeseenaspartofourcompetitiveedge,somethingthatsetsusapartfromourcompetitors.TheKPMGvaluesetallowsustomaximiseouradvantagebymaintainingthesevaluesinalldealingswithstaffandclients.Inordertoachievethisthesevaluesmustbeembeddedintoourprocessesandactivities.
Thevaluesfocusonthreeareas:
⏹Clients;
⏹People;
⏹Knowledge.
Itisthelatterthatthisbusinesscaseaddresses.
ThevalusasexpressedunderKnowledgestatethat,揥ewillcontinuouslyextendthefrontiersofoursharedknowledgebytreatingknowledgeasahighly-valuedassetwhicheveryoneinthefirmhasarightandobligationtouseandaresponsibilitytocontributetowards.”
ThisistheessenceofKnowledgeManagement(KM):
theprocessofturningapoolofdiverseknowledgeandexpertiseintoasharedresourcethatbetterallowsthefirmtomeetitsgoalsandobjectives.
ThisproposalwilladdresstheissueofKMwithintheInformationRiskManagement(IRM)practiceby:
⏹explainingwhatKMactuallyis;
⏹examiningtheprocessesfollowedbyotherpracticesaroundtheworld,specificallytheUnitedKingdomandtheUnitedStates;
⏹settingoutthebenefitstobederivedfromaneffectiveKMprocess;
⏹forecastingthechallengesthatlieahead,shouldaKMstructurebeimplementedinanticipationoftheSouthAfricanfirmasawholemigratingtoKWorld;
⏹investigatingthetechnologicalresourcesavailabletoenableasuccessfulimplementationofKM;
⏹settingoutwhatthenextstepsshouldbe.
TheproposalisbasedontheunderlyingassumptionthattheSouthAfricanfirmwillbeimplementingandmigratingtotheKWorldplatforminthenearfuture;
inalllikelihoodbyJune
2000.Anyinitiatives,recommendationsanddecisionsarisingfromthisdocumentshouldtakethatintoaccount,andshouldbeinlinewithwhatisplanned.Totheseendstherewouldneedtobeclosecollaborationandco-operationbetweenIRMandTechnologySupport(TS)inanyventures.
However,KMisnotdependentonthetechnologicaltoolsthataretobeused.Ratheritisaprocess,mind-setandculturechangethatwillneedtobeintroducedandembeddedwithinIRM.ThisprocesswillultimatelyfeedintotheKWorldmigrationattheappropriatetime.
2Knowledgemanagementdefined
2.1Knowledge
Knowledgecanbeseenas:
⏹Experience,facts,rules,assertionsandconceptsaboutsubjectscrucialtothebusiness;
⏹Akeyresourceusedthroughoutanorganisationtosupport:
-decision-making;
-forecasting;
-planning;
-assessmentofprojects,staff,etc.;
-designofproductsandservices;
-analysisandbenchmarking;
⏹Beingformal,systematicandrecorded,oralternatelyasinformal,orevenassomethingheldinaperson抯mind.
2.2Knowledgemanagement
Knowledgemanagementseekstocaptureknowledge,asdefinedabove,intosourcesofdataandinformationthatareeasytofindandre-use.Thesesourcesmakeupthe搆nowledgesystem”,discussedfurtherbelow.
Knowledgemanagementcanbeseenasconsistingoftwoseparateprocesses:
⏹thegathering,capturingandformalisingofknowledge;
⏹thestoring,organising,searchingandharnessingofthisknowledge.
Ausefulanalogyisthatofafruittree.Theplantingoftheseed,tendingandwateringofthetreecanbeseenastheinitialprocessofsettinguptheKnowledgeRepositoriesordatabases.Thefruitthatthetreeultimatelybearsistheactualusage,sharingandcontinuallearningthattheorganisation抯peopleexperiencethroughutilisationofthestoredexpertise.
AcrucialfactorinthesuccessofanyKMprocessisthecreationandencouragementofacultureofsharingofinsightsandexperiencesbetweenco-workers.Ultimatelythereneedstobecollaboration,sharingandcontinuallearningbypersonswithinanorganisation.
2.3Theknowledgesystem
Aknowledgesystemisasysteminthebroadestsenseofthewordinthatitincludespeople,processes,technologyandfinallycontent.
Cultureplaysacentralroleinthesuccessofanyknowledgesystemimplementation,sinceitisonlywithinacultureofknowledgesharingthattheintellectualassetsofacompanycanbeharnessed.Shouldemployeesfeelthattheonlywayforthemtoadvanceandbesuccessfulisforthemtohoardtheirskillswithinthemselves,thenknowledgesharingandmanagementcannottakeplace.Employeesshouldbeencouraged,orevenforced,tocontributetotheknowledgebaseandshouldbeactivelyrewardedfordoingso.ThismaybeachievedthroughtheexplicitsettingofpersonalobjectivesintheKMsphereuponwhichappraisals,andultimatelyremunerationwillbebased.Itisacceptedthatcurrentlythereisanimplicitexpectationofstafftoprovidementoringandknowledgesharingtootherstaffaspartoftheirday-to-dayactivities.However,forKMtobesuccessful,thereneedstobeexplicitrecognitionofactiveknowledgesharing.
Itisrecognisedthatthisformofreward,andultimatelytheembeddingofknowledgesharingintotheday-to-daycultureofthefirmcanonlycomeaboutwithfullandcontinualbackingfromtopmanagement.
Theprocessesputinplacetoensureknowledgesharingactuallyhappensinanorganisationprovidethelinkbetweenpractice,orwhathastakenplace,andlearningfrompastmistakesandsuccesses.
Thetechnologyissimplyanenablertotheknowledgemanagementprocess.Itisonlywithrecentdevelopments,andtheavailabilityofvaststoragespacesanddocumentmanagementsystemsthatknowledgemanagementhasbeenpossibleinanycommerciallyviableform.
Thecontentoftheknowledgesystemisafunctionofwhatitistobeutilisedfor.Thisisakeydecisionthatneedstobetakenpriortotheimplementationofanymanagementsystem.
3KnowledgemanagementinIRM
3.1TheUnitedKingdom
CurrentlytheUKpracticeisleadingthewayinrollingforwardtheKMinitiative.AKnowledgeRepository(KR)wasestablishedinJanuary
1999,andhasreceivedupwardsof200submissions.AccesstotherepositoryisthroughtheUKintranet,UKnow,andprovidesacomprehensivesearchfacilitytoquicklyandaccuratelyidentifyandlocatedocuments.
AmonthlynewsletterispublishedontheIRMintranetsite,accessiblethroughOpenAccessfromSouthAfricaondetailingnewknowledgesubmitted,lessonslearned,mostpopulardocuments,andusefulhintsandtips.
IRMhavebeenrequestedtochairfortnightly揅ommunityofinterest”groupsforallUKKnowledgeManagers.ThisisduetotheentireIRMteamhavingmaintainedahighprofilewithintheUKKMgroup,andthroughIRMasawholehavingembracedtheideaandcultureofknowledgesharing.
Inaddition,theUKKMgroupisinvestigatingtheproductionofaninternalcasestudydocumentdetailingIRM抯KMprogramme.Theprocessundertakenby
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- 知识 管理 英文
![提示](https://static.bingdoc.com/images/bang_tan.gif)