282哈佛《海尔管理模式全集》最新版.pdf
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1、o, what now? you might wonder. Fortunately, APQC has been here before with dozens of world-class 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
2、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.你可能会想:说了这么多,现在我该做什么?很幸运,APQC跟世界顶级的大公司已经经历了这个过程,并且知道应该怎样开始这个复杂
3、的过程。基于这些经验,APQC总结出了第一阶段的关键活动。作为一个有洞察力的改革者或者是知识管理的早期推动者,在这个阶段的任务是定义知识管理,共享知识管理的成功案例,并把知识管理跟目前的工作联系起来,保持方向上的一致。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 an
4、d simple language to explore real problems, opportunities, and the potential value that KM addresses.1,企业内知识管理理念的解释和推广将知识管理跟公司的目标联系起来,让大家清楚地看到知识管理的好处,使用简单的定义和简单的语言指出实际存在的问题、机会和知识管理的潜在价值。2. Identify others to support the development of KM. To find advocates of knowledge management, look around the or
5、ganization 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 well-respected, influential people is always a good idea.Next, consider which of the following phrase
6、s 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,推广知识管理找出目前组织内部可
7、以联系到知识管理的活动,找出一些共享知识的小组,并且和这些人取得联系。寻求有影响力的人的支持是一个好主意。然后,检查下面的几个问题又没有引起你们的注意:降低成本?提高效率?平滑的信息交流?简单的流程?作为变革的动力,在你的组织内寻找最有激励性的因素去影响别人,让他支持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, in
8、ternal 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,发现知识管理应用的机会通过
9、跟内审,或者公司内其他你已经建立个人关系的个人讨论知识管理可以发挥价值的地方。然后回答下列问题:他们的目标是什么?达成这些目标存在什么样的问题?知识管理怎样解决这些问题并达到他们的目标。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 tech
10、nology. Find out what capabilities realistic upgrades might provide. Remember that the IT department can truly be a catalyst for emerging KM support technologies.4,利用Internet并获得IT部门的支持联系IT部门的领导,找出目前的技术可以做到什么样子。记住IT部门是KM的一个重要支柱。ROADBLOCKS TO SUCCESSIgnoring your corporate culture and history not addr
11、essing 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成功路上的绊脚石 忽略公司文化和历史 没有任何论据就推销知识管理 没有创造任何价值就要求很大一笔预算Stage 2: Develop Strategy第二阶段:开发战略If one or more of the following
12、 statements is true, welcome to Stage 2.如果下面的情况有一个甚至更多跟实际相符,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 alread
13、y 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, fundi
14、ng, and buy-in for pilots. 你的组织已经建立了KM探讨小组或者KM筹委会。公司的高层领导支持知识管理的推广你所一直关注的成功的内在驱动力已经存在。IT部门对KM的导入和建设感兴趣你现在已经掌握了一些公司以前的知识共享的案例你已经找到一个试点可以让你证明知识管理是如何使企业收益的你已经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
15、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 initi
16、alized as pilot initiatives. A task force takes charge of these activities on behalf of the organization.如果大部分的回答是”我希望”,你不需要停下来。如果在这里提到的任何任务看起来很难完成,APQC可以帮助你度过难关。第二阶段的主要任务是建立一个符合商业目标的知识管理战略。从这里开始,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 reache
17、d 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 ac
18、tivities of Stage 2, and some helpful hints, are summarized for you here.第二阶段的关键活动在第二阶段,你的公司已经到达了一个重要的转折点。或许个人获取共享和使用信息和知识的愿景已经变成了公司对业务潜力的探索。在公司领导的支持下,你可以明确的探索KM将怎样为你的业务服务。这里列出了总结出的有用的第二阶段的关键活动。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 form
19、ed 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。这个团队的成员将寻找试点的机会,形成方法的标准。2. Select pilots or identify current initiatives that could work as pilots. 2,选择试点或者发现可以作为试点的现有的工作We recommend three pilots
20、. 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.我们推荐3个试点。你可以选择新战略的试点或者采
21、用已经进行的一些工作。发现对公司业务重要的东西并设计试点来显示可论证的结果。选择试点的支持者来提供实施所需的资源。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 applic
22、ations that might need to be created or modified. They may be extensiveor you may have them already.最重要的资源是技术熟练的工人,他们可以推动试点工作,并且允许花费很长的时间。其他的资源比如IT,你可能需要创建和修改一些程序。资源是非常广泛的,可能你已经准备齐全。Stage 3: Design and Launch KM Initiatives第三阶段:设计并启动KM工作You*ve already come a long way. You*ve formed a task force, ide
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