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DRAFT
内部资料
A Framework For Knowledge
Management 知识管理框架
Chris Ip, Adrian Masters, Michael Reyner, Richard Tornblom, William Vaughan-Lewis
Managing Knowledge for Outstanding Performance
10 November 1997
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CONTENTS 目录
Introduction: A Framework For Knowledge Management
概要：知识管理框架
2. Knowledge in Action: Generating Superior Decisions
知识之于行为：产生伟大决策
Knowledge Assets
知识资产
The Knowledge Cycle
知识循环
Knowledge Enablers
知识催化剂
6. Appendix: Case Studies 附录：案例学习
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Although many companies are excited by the potential for more effective management of their
intellectual assets, they find themselves typically confronted by a series of uncertainties
尽管许多公司都为他们拥有更好管理知识资本的潜力而感到兴奋，但他们也发现自己面对着一系列的不确定因素。
UNCERTAINTIES FACED BY ORGANISATIONS ON KNOWLEDGE MANAGEMENT
组织在知识管理方面遇到的不确定因素：
How much of a priority should
knowledge management be?
知识管理应该处于怎样的优先级？
Priorities 优先级
•
•
•
•
Knowledge management?
知识管理
? ? What should I make of all the theory/jargon? 我该从众多的理论和术语中汲取什么呢？
? ?
How can I get started?我该如何开始呢
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McKinsey should be well placed to help companies meet the challenge of managing knowledge
effectively as the issue plays to our traditional strengths. However, to date we have lacked a clear and
pragmatic client proposition麦肯锡应该合理定位，帮助其他公司迎接挑战，有效地进行知识管理，因为这是我们的传统优势。然而，我们以前没有这样一个清楚、实效的客户方案。
WHY McKINSEY IS POTENTIALLY WELL PLACED TO HELP为什么是麦肯锡？
Where we were in late 1996 1996年的麦肯锡
Strengths 优势 • Well-connected with leading theorists (., Santa Fe) and practitioners与领跑的理论研究者和实践者联系密切
• Distinctive theoretical insights
(., K3) 独到的理论观点（如K3）
• Emerging set of core beliefs
产生出一批核心理念
WWeaknesses劣势
• Myriad of competing frameworks
竞争结构的金字塔
• Long on theory, short on experience 长于理论，短于经验
• Perceived gaps in IT
knowledge/capability
IT知识/能力上的差距
• Limited synthesised client friendly materials 综合的客户互助材料有限
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The ‘Managing Knowledge for Outstanding Performance Team’ have sought to address our weaknesses
and to provide a set of client ready materials, by synthesising both research work across the Firm and
our increasing body of practical experience“优秀业绩团队的管理知识”努力弥补了公司的劣势，综合了公司间的研究和我们不断增加的实践经验，提供一些现成案例。
WHAT THE TEAM HAVE FOCUSED ON PRODUCING 这个团队成果输出的重点
Latest Firm research – ., 最新的公司研究
• Existing KM work 现行的知识管理
• Corporation of the Future 未来公司状况
• Growth work/STI 工作发展动向/科学技术情报
Early Client experiences 早期客户经验
• Unilever 联合利华
• Nat West
• World Bank 世界银行
• Bankinter
External thinking – ., 外部理论
• “Wellsprings of knowledge”: Leonard-Barton 《知识的源泉》 雷纳德－巴顿
• “The Intelligent Enterprise”: Quinn 《智能企业》 奎因
• “Intellectual Capital”: Stewart
《知识资本》 斯帝沃尔特 Summary pack to engage CEOs
CEO碰到的问题
• Why knowledge management matters 知识管理为何重要
• How to think about knowledge management 如何筹划知识管理
• How to get started
怎样开始
Backup packs to help EMs
帮助执行经理的锦囊
• Why knowledge management matters
知识管理为何重要
• A framework for knowledge management知识管理的架构
• How to lead a knowledge management engagement 知识管理如何领先
• IT in knowledge management: a practical guide 知识管理中的IT技术：实践指导
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This particular document aims to describe an integrated framework for thinking about knowledge
management, synthesising a wide range of theory into a simple description of the challenges faced by
businesses in building knowledge management capabilities 本文综合众多理论，简单通俗地说明在建设知识管理能力过程中的挑战，旨在描述一个整体框架，为进行知识管理提供参考。
OBJECTIVES OF THIS DOCUMENT 本文目的
Summary pack to engage CEOs
困扰CEO的问题
• Why knowledge management
Matters
• How to think about knowledge management
• How to get started
Objectives of this document 本文目标
To provide a framework for thinking about knowledge management: 为思考知识管理提供一个框架
• Objectives for knowledge management
知识管理的目的
This document 本文
Backup packs to help EMs 执行经理人的锦囊
• Why knowledge management matters知识管理为何重
• A framework for knowledge management
知识管理的框架
• How to lead a knowledge management engagement 知识管理如何领先
• IT in knowledge management: a practical guide知识管理中的IT技术：实践指导
• Selecting the right problem, and
the right 'problem solving unit'
选择正确的“问题”，选择正确的“问题解决团队”
• Building and 'utilising'
knowledge assets 建设和“应用”知识资产
• Applying the knowledge cycle
应用知识循环
• Optimising the knowledge enablers
使知识催化剂的作用最优
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This framework is based on a set of core beliefs about knowledge management ...
此框架基于知识管理的一些核心理念
CORE BELIEFS UNDERPINNING A FRAMEWORK FOR KNOWLEDGE MANAGEMENT
构建知识管理框架的核心理念
• Knowledge Management is a means to superior decisions and execution, not an end in itself
知识管理是实现伟大决策和杰出执行的一种途径
• At the heart of superior Knowledge Management is a focus on building and utilising knowledge assets
杰出知识管理的核心是注重建设和应用知识资产
• . . . through the application of a knowledge cycle
通过知识循环的应用…
• Leaders can enhance the operation of this cycle through optimising the four enablers of knowledge management: leadership/context setting, organisational design, organisational culture and the knowledge infrastructure
领导者可以提升这种循环的运营，通过实现知识管理使四个推进器的功能最优：领导力/背景设定， 组织架构，组织文化和知识基础结构
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These beliefs can be integrated into a single conceptual framework, encompassing the key dimensions of
knowledge management 这些理念可以组合成一个概念框架，包含知识管理的关键维度
KNOWLEDGE MANAGEMENT: A FRAMEWORK 知识管理：框架
Knowledge enablers Organisational levers to improve the operation of the knowledge cycle知识推进器改善知识循环的组织手段
Leadership领导力
Knowledge cycle知识循环
How we capture, share and
use our knowledge assets
怎么获得，分享及利用我们的知识资产
Acquire获取
Capture占有
Organisational structure组织结构
Feedback反馈
Share分享
Learn
学习
Organisational culture组织文化
Knowledge in action 知识之于行动
Superior decisions and execution
伟大的决策和执行
Apply应用
Build建设
Knowledge infrastructure知识基础结构
Knowledge assets知识资产
Our individual and 我们个人所有和共享的知识
collective knowledge
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CONTENTS 目录
Introduction: A Framework For Knowledge Management
概要：知识管理框架
Knowledge in Action: Generating Superior Decisions
知识之于行动：产生伟大决策
3. Knowledge Assets 知识资产
4. The Knowledge Cycle 知识循环
5. Knowledge Enablers 知识催化剂
6. Appendix: Case Studies 附录：案例分析
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It is vital constantly to bear in mind that knowledge management is a means to an end: superior business
Performance 牢记知识管理是产生伟大决策和执行的途径很重要
THE OBJECTIVES OF KNOWLEDGE MANAGEMENT 知识管理的目的
Superior business performance ... 优秀的经营业绩…
...through better decisions and execution ... …通过更好的决策和执行…
... from focusing on the right areas ... 通过聚焦正确的区域…
...with the right people...和正确的人一起
...drawing on the right internal and external expertise 利用内外资源
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It is critical therefore to focus the use of knowledge on the right problems 因此在正确的问题上利用知识很关键
FOCUSING ON THE RIGHT PROBLEMS: KEY LESSONS 关注正确的问题：关键课程
Best practice characteristics 最佳实践特征 Rationale 理论依据
• Unwavering emphasis on enhancing
business performance 保持提高经营业绩的重心
• Knowledge management is a means to an end, not an end
in itself 知识管理是达到目的的一种手段，其本身不是目的。
• Without a strong business emphasis, it can become
unfocused or unwieldy
不以业务为导向，知识管理就会没有重点，不易操纵。
• Clear performance aspirations清晰的业绩目标• Priority skills/competencies and desired performance
levels are vital to provide the context for knowledge优先级技巧/能力及业绩期望水平是为知识管理提供环境的关键
management efforts
• Aspirations need to be specific and measurable, so that
progress can be assessed 目标需要明确、可衡量，才可以取得进步
• Explicit learning agenda
详细的学习日程 • A learning agenda provides the basis for linking knowledge management to business needs
学习日程为知识管理关联到业务需求提供了基础
• A common agenda ensures that knowledge management efforts are focused on the same high priority areas 共同的学习日程确保知识管理着力于相同级别的优先级区域
• Focused ‘charters’ for each team or
Network 各团队或网络固有的制度
• Each individual team/group/network needs a strong sense
of a shared meaningful purpose, expected deliverables
and success criteria to guide their efforts各团队/网络需要指导其成功的，足够的共享精神、所期望的传达途径、以及成功的标准
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In tackling these problems, it is important to bring to bear the best ‘problem-solving unit’ – in other words
to identify what sort of team will best deliver the desired performance 处理这些问题时，找准最好的“问题解决单元” 很重要――换句话说，确定哪种团队能最好地实现业绩目标
SELECTING THE RIGHT ‘PROBLEM-SOLVING UNIT’: KEY ISSUES 选择正确的“问题解决单元”；关键问题
Issue 问题 Dimensions 维度
• Size 规模 • Team or individual problem-solving 团队或个人方式解决问题
• Skills 技能 • Balance of skills: functional, problem-solving, interpersonal and organisational 技能平衡：支持性的，主导问题解决的，交互性的和组织性的
• Leadership领导力 • Leadership role: ‘chairman/sponsor’ or ‘executive leader’
领导角色：“首席/发起人”或“执行领导人”
• Time availability vs. status 可用时间VS地位
Key considerations 重点考虑问题
• What will be most effective? 什么将是最有效的？
• What will be most efficient? 什么将是最高效的？
• What will provide the greatest scope for personal development?什么将为个人发展提供最大的空间？
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This ‘problem-solving unit’ needs to be able to access key sources of expertise (both internal and
external) to ensure that best practice insights are fully leveraged. This is the role of knowledge
management 这个“问题解决单元”要能够获得关键专业资源（内部和外部）来确保最佳实践的思想得以全面推动。
ACCESSING KEY SOURCES OF EXPERTISE: EXAMPLES AND ISSUES 获得关键专业资源：
Internal expertise内部资源
• Individual experts/specialists 专家
• Specialist networks 专家网络
• Centres of excellence 人才库
• SWAT teams/taskforces SWAT团队/ 工作组
Problem- Solving Unit问题解决单元
External expertise 外部资源
• Suppliers 供应商
• Customers/consumers 客户/消费者
• Agencies 代理
• Consultants 咨询师
• Industry associations 行业协会
Non-competing companies 非竞争对手
• Academics 学术机构
• Who to speak to? 向谁请教
• How to leverage their expertise? 如何让他们拿出自己的专业知识
• Who to work with? 和谁合作
• How to access their expertise?
如何获得他们的专业知识
• How to manage the relationship?
如何管理关系
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CONTENTS 目录
1. Introduction: A Framework For Knowledge Management
2. Knowledge in Action: Generating Superior Decisions
3. Knowledge Assets 知识资产
4. The Knowledge Cycle
5. Knowledge Enablers
6. Appendix: Case Studies
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At the heart of outstanding knowledge management lies the ‘knowledge assets’ possessed by the
business. There are different types of knowledge assets, which can be characterised along two
dimensions: know how vs. know what, and explicit vs. tacit 杰出知识管理的核心在于业务拥有的“知识资产”。知识资产有不同类型，具备以下两个维度的特征：方向（是什么）VS方法（怎么做），外在的VS内隐的
TYPES OF KNOWLEDGE ASSETS
Know what（方向）
(the raw
material for
taking
decisions)
决策所需的素材
Know how（方法）
(the resources
required to act
effectively)
有效行动所需的资源
Explicit 外在的
(structured and
codified) （成文的）
Tacit
内隐的
(unstructured and
uncodified)
（不成文的）
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Examples of explicit/know what include lists of contact names, databases and fully articulated scientific
models
外在的/方向的例子包括联系名单，数据库及表述清晰的科学模型
EXAMPLES OF KNOWLEDGE ASSETS – INFORMATION 知识资产示例――信息
• List of who knows what and how they can be
contacted 清单：谁知道什么及如何联系他们
方向
Know what
• A specific documented theory or model –
., of drug actions 明确的、成文归档的理论或模型
如 药效说明
• Information about customers, products, competitors
关于客户，产品，竞争对手的信息
方法
Know how
程序
Explicit外在的 Tacit
• Contents of accounting databases and
reporting systems – ., costing information
访问数据库和报表系统的内容 如：降成本信息
• The output of knowledge based systems that embody rules for making references from lower level facts
基于系统的知识输出，系统设定底层查询规则
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Examples of tacit/know what include assumptions, beliefs, values and mental models
内隐的/方向的例子包括假设，信条，价值和思维模式。
EXAMPLES OF KNOWLEDGE ASSETS – BELIEFS
知识资产的例子――信条
Know what
Know how
• Mental models of how the world works,
and how factors relate to and influence
each other
怎样的世界观，事物相互间如何联系和影响
• Assumptions, or unspoken conclusions, as to the state of the world
设想，或不说出来的结论，关于世界的状态
• Intuitions, common sense
直觉，常识
• Belief as to appropriate actions for given situations
既定环境下采取恰当措施的信仰
• Values held, and attitudes
持有的价值观，态度
Explicit Tacit
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Examples of explicit/know how include procedure manuals and processes embedded into software
外在的/方法包括程序手册和固化到软件里的流程
EXAMPLES OF KNOWLEDGE ASSETS – PROCEDURES
知识资产的例子――程序
Know what
• Procedure manuals or documented
processes – 'follow the steps . . . '
程序手册或成文归档的流程――“按照步骤…”
• Processes built into computer systems –
., sales order processing systems, robust
stock system
进入计算机系统的流程――如 销售定单处理系统，高效存货系统
Know how
Explicit Tacit
• Plans or policies which specify actions to
take depending on contingent events
明确紧急情况下采取措施的计划或条文
• Documented methodologies – ., for IT
systems development 成文的方法论――如：IT系统开发策略
• Most PD documents – how to conduct a particular type of study
多数PD文件――如何开展特殊类型的研究
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Examples of tacit/know how include expertise, artistry and teamwork
内隐的/方法示例包括专业技能，技巧和团队合作。
EXAMPLES OF KNOWLEDGE ASSETS – SKILLS
知识资产的例子――技能
Know what
Know how
• Expertise or artistry that comes with
practice and experience
从实践经验中来的专业技能技巧
• The learned cooperation that allows a team to outperform a collection of talented individuals
学习型合作，使团队表现优于个人（１＋１＞２）
• 'Body' skills such as riding a bike, or handling equipment, where practice helps develop 'a feel' for the tool and helps build performance
肢体技能像骑单车，操纵设备，这些实践练习有助于获得使用工具的“感觉”，从而得到提高。
Explicit Tacit
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Knowledge can come from different sources, of which the most powerful is interactive/collective
knowledge or ‘K3’ 知识来源不同，其中最有效的是交互式的/集体式的，或者“K3”
SOURCES OF KNOWLEDGE 知识的来源
Can it be proprietary/ protected?私人所有的’/被保护的？
Yes
No
Is it codified? 是否有明确法律条文
No
Yes
Is it vested within the individual?
No
是否归属个人
Yes
Interactive/ Collective Knowledge (K3)
集体知识（K3）
Individual
Knowledge
(K2) 个人知识（K2）
Private
Facts (K1)
私人资料（K1）
Public
Facts (K0)
公共资料(K0) Examples
• Project team 项目组
• Insights created
within interest
groups 兴趣小组内部产生的思想观点
• R&D scientist 研发科学家
• Specialist worker 熟练工人
• Patented product or process 专利产品或流程
• Databases and documents数据库和文件
• Expired patent 过期的专利
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Organisations should focus on seeking where possible to make tacit knowledge assets explicit and to
generate new ‘K3’ assets 组织应该寻找让知识资产外化的区域，产生新“K3’”资产
KEY CHALLENGES IN MAXIMISING KNOWLEDGE ASSETS
使知识资产最大化的关键挑战
Challenge No. 1: 挑战１ codify 成文
Challenge No. 2: connect
联系
Know
What方向
Know how方法
Explicit Tacit
外在的 内隐的
• Valuable knowledge is often only in individuals’ heads 有价值的知识常存在于个人的头脑中
• Challenge is to codify 挑战即使之成文
– Convert to collective asset 转化为集体资产
– Increase organisational access增加组织途径
• Creating new knowledge and insights (‘K3’) is vital创造新知识和思想很重要
• Challenge is to connect挑战即联系
– Reduces reliance on key
individuals by pooling expertise汇集资源以减少对关键个人的依赖
– Experts will interact to generate
new knowledge专家会相互交流，产生新知识
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CONTENTS
1. Introduction: A Framework For Knowledge Management
2. Knowledge in Action: Generating Superior Decisions
3. Knowledge Assets
4. The Knowledge Cycle 知识循环
5. Knowledge Enablers
6. Appendix: Case Studies
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In order to increase the stock of knowledge assets and leverage it effectively, organisations need to
encourage a virtuous knowledge cycle of sharing what they know, applying it and building new
knowledge 为了增加知识资产的积累并有效推动这种积累，组织要鼓励有成效的知识循环，即共享他们所知道的知识，应用这种知识，建设新知识。
THE KNOWLEDGE CYCLE 知识循环
Acquire获取
Capture占有
Share
共享
Feedback
Inform-信息
ation
Beliefs信仰
Proce-程序
dures Skills技能
Learn学习
Apply应用
Build建设
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There is a series of challenges to the effective operation of this cycle 使这个循环有效运转存在一系列挑战
KNOWLEDGE CYCLE CHALLENGES 知识循环挑战
Stage 阶段 Key challenges/issues 关键挑战/问题
Acquire获取 • How to attract/recruit high quality talent 如何吸引/招聘高素质人才
• What external information/knowledge to buy (data, expertise, etc.)
购买什么样的外部信息/知识（数据，专业技能等）
• What external ‘networks’/webs to participate in (and how)
参加什么样的外部“网络”/网站（以及如何参加）
Capture占有 • How to integrate capture into the normal workflow 如何将“占有”融入平常的工作中
• How to standardise processes/documents to lower cost of capture and use
如何将流程/文件标准化以降低占有和利用的成本
• Where to prioritise efforts in codifying individual or tacit knowledge
使个人的或潜在的知识形成文本的工作重心放在何处
Share共享 • How to identify relevant knowledge 如何区分相关知识
• How to access relevant knowledge 如何获得相关知识
• How to transfer relevant knowledge 如何转化相关知识
Learn学习 • How to move from awareness to understanding 如何从知其然到知其所以然
• How to build skills in teaching/coaching/mentoring 如何培养传授/培训/监控的技能
Apply应用 • How to ensure knowledge is available when needed 如何保证知识能满足需要
• What problem-solving processes to follow (and how to balance discipline with
creativity) 遵循怎样的问题解决流程（以及如何平衡原则性和创造力间的关系）
Build建设 • What ‘learning agenda’ to follow 遵循怎样的“学习日程”
• What resources to allow for experimentation 哪些资源可以用作试验
• What approaches to use for creating ‘K3’: how to connect people
用哪些方法创造“ｋ３”：如何与人交流
Feedback反馈 • How to ensure active learning from experience
如何确保从经验中主动学习
• How to create a willingness to review failings/shortcomings
如何让人愿意回顾失败/缺点
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Organisations therefore need to actively consider how they manage this cycle. Examples of best
practice may provide some interesting insights into how to acquire knowledge
因此组织要积极思考如何管理知识循环。 一些最佳实践的案例可能提供有关如何获取知识的有趣想法。
MANAGING THE CYCLE: BEST PRACTICE EXAMPLES – ACQUIRE
管理知识循环：最佳实践的案例――获取
Possible approaches可用方法 Examples案例 Description说明
Focus heavily on designing attractive value for best talent花大力气为精英设计有吸引力的价值实现方式
3M – 'bootlegging'
３M—“酿私酒”（揽私活） • Researchers allowed to spend 15% of their time on own projects 研究人员可以花15%的时间做自己的项目
• Researchers have option of leading development of own invention through commercialisation stage to the set up
of a standalone business研究人员可以选择通过商业化，建立独立的商业模式来带动自己发明项目的发展。
Seek to capture unique
information (., about
customers) 占有独一无二的信息（如有关客户的）
Tesco – 'Clubcard'
泰斯科――会员卡 • Provides Tesco with a geodemographic database of its
customers linked to customer-specific EPOS data
为TESCO提供一个联接客户专用EPOS（电子销售点）的国内客户数据库，
• Can use CRM/datamining techniques to develop insights
about customer preferenes and behaviour and thereby利用客户关系管理/数据采集技术发展有关客户偏好，行为及相关信息的思路
– Refine store value proposition – ., at local level, to
better match local customer mix 提升店铺价值预期――如在当地更好地适应本土客户群
– More effectively target marketing efforts to customer
behaviour including previous responsiveness to
particular promotions
更有效的目标市场营销努力，针对客户行为方面包括对特别促销的提前反应
Connect with external experts
保持与外部专家的联系 Chaparral Steel – academic
Links
• The company has close links to world class academic
metallurgists and production specialists at MIT
公司与麻省理工学院世界级的冶金学者和制造专家保持紧密的联系
• Academics and in-house specialists work together in
commercialising the latest knowledge on alloys and
processes
学者和内部专家一起工作，将合金、流程方面的最新知识商业化
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Examples of best practice may provide some interesting insights into how to capture knowledge
MANAGING THE CYCLE: BEST PRACTICE EXAMPLES – CAPTURE
管理知识循环：最佳实践案例――占有
Possible approaches可用方法 Examples案例 Description说明
Automated collection and analysis of key data
关键数据的自动采集分析
Shopper Track – 'Fast Lane'
Shopper Track―― “快车道” • Count shoppers as they enter a retail store and track their movements as they tour the aisles 当顾客进入零售商店就开始注意他们并跟踪他们的选购活动
• Combines tracking data with EPOS data to schedule staffing at checkout lines in real time to prevent excessive customer queuing
综合跟踪数据和电子销售机数据，在收银台实时调整员工数量，防止过多顾客等待
Creation of best practice
Manuals
创造最佳实践手册
Chevron – best practice teams
Chevron――最佳实践团队
• Organised cross-functional teams drawn from multiple
sites to benchmark key production processes across the
Firm 从各地组织跨部门团队来制定公司关键制造流程的标准
• Identified and documented best practices for each
Process 为每个流程制订流程并归档
• Conducted workshops and a roadshow to disseminate
best practices组织会议或路演来传播最佳实践
• Best practice documents and team participants returned
to each site as permanent resource
最佳实践的文档、团队成员回到各地成为永久的资源
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Examples of best practice may provide some interesting insights into how to share knowledge如何共享知识
MANAGING THE CYCLE: BEST PRACTICE EXAMPLES – SHARE
管理知识循环：最佳实践案例――共享
Possible approaches可用方法 Examples 案例 Description说明
Codification of key experts/
contacts on different subject areas将不同领域的重要专家/联系方式记录成册
McKinsey Knowledge
Resource Directory (KRD)
• Online, searchable directory of Firm experts by topic area
(practice, industry) and by sub-topic within each area 按标题（实践，行业）和子标题区分的，可在线搜索的各领域的专家名录
• Allows rapid identification and access to relevant experts
能够快速查找相关专家
Intelligent search engines/smart
agents to locate relevant
documents智能搜索引擎/优秀的代理查找相关文件
HP – Document Information
Services strategy
惠普――文档信息服务战略 • HP professionals have access to an abundance of
information at their desktop including internal and
external business information (databases, newsflashes),
Internet and Intranet resources, and collaborative
groupware via Notes HP专家可以从他们的电脑中获得大量信息，包括内外部的商务信息（数据库，新闻快报），局域网和因特网资源，通过NOTES集中起来的资源
• To handle information overload HP uses a variety of
searching tools that work seamlessly across the various
'information sources'
为控制超负荷信息，HP利用一些搜索工具高效而无遗漏地处理各种“信息资源”
Personal interest profiles
automatically connect user to new
information on selected topics 个人兴趣资料 自动将用户关联到所选择主题的新信息
Verifone – 'Knowledge
Pumping'
Verifone―“知识泵” • Verifone identifies its critical success factor as its speed
of response – to customer needs, competitor activity and
new technological opportunities. The Firm uses e-mail
and Lotus Notes to broadcast up to date information in
these areas throughout the Firm Verifone认为其关键成功因素是反应速度――对于客户需求，竞争对手的行动和新的技术机遇
• To handle information overload each person is able to set
up their own user profile to indicate the news services,
discussion groups and topics they want to receive and
access in real time
为控制超负荷信息，每个人可以设定他们的用户资料，
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Examples of best practice may provide some interesting insights into how to learn, and thereby acquire
the base level of knowledge in a particular area 最佳实践案例为如何学习，从而获得特殊领域里的基础知识提供了一些有趣的想法
MANAGING THE CYCLE: BEST PRACTICE EXAMPLES – LEARN
管理知识循环：最佳实践案例――学习
Possible approaches可用方法 Examples案例 Description说明
Formal training programmes/
structured teaching正式培训项目/ 单元教学
McDonald's – ‘Hamburger
University’麦当劳－“汉堡堡大学”
• To ensure the quality and consistency of its offering McDonald's has developed very detailed procedures for every aspect of the process of managing one of its outlets 为保证所提供产品、服务的质量和一致性，麦当劳为流程的每个方面都列出了详细的步骤。
• In order to qualify to manage a McDonald's outlet an employee has to attend a series of courses on each of the processes involved in preparing and serving hamburgers, and pass exams in each area
为了实现这种规范，每个员工必须参加一系列的培训，包括把汉堡递到顾客手中的每个流程。
CD-ROMs/interactive learning
光驱/交互式学习 Unilever – ‘Ice Cream
Academy’ 联合利华－“冰激凌学术组”
• Unilever sells a number of ice cream brands in many
markets throughout the world. In order to bring a new
member of a brand marketing team in a particular country
up to speed on the brand Unilever uses a CD-ROM course联合利华在全球市场上出售许多冰激凌品牌。某品牌营销团队为了在一个特殊的国度吸纳新成员，利用了CD-ROM方法
• The CD-ROM uses not only text, but also pictures of the
product packaging and promotional materials, and full
video examples of TV advertisements
CD-ROM不仅利用文本，同时包含产品包装、促销材料的图片，大量电视广告的视频。
Discussion databases to share
Experiences
论坛共享经验
Giga Information – 'ExperNet'
Group
GIGA信息－“技能网”团队 • Giga Information Group has signed up leading experts –
both practitioners and experts – in key areas of
information technology to respond to enquiries submitted
to a discussion database over the Internet. Several
experts are likely to respond to each report with briefing
documents, references and suggestions GIGA信息小组在信息技术的关键领域签下了一流的专家，包括一线人员，来应对因特网上论坛的需求。
• Users of the service can go on to develop consulting
arrangements with the expert they find most useful
此项服务的用户可以继续向专家进行咨询
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Examples of best practice may provide some interesting insights into how to apply knowledge
MANAGING THE CYCLE: BEST PRACTICE EXAMPLES – APPLY
管理知识循环：最佳实践案例――应用
Possible approaches可用方法 Examples案例 Description说明
Online case based expert systems
基于案例的在线专家体系 CIGNA – 'Underwriting
Desktop' CIGNA- “保险助手”
• CIGNA Property and Causalty redefined its underwriting decision model using an expert team to develop detailed best practices for each important decision and process step based on internal and external experiences CIGNA财产保险公司在专家团队支持下重新定义了保险决策模式，为每个重要决策制定详细的最佳实践方案，以及汲取内外经验的流程步骤。
• The new underwriting decision model was then
embedded as a software application – 'The Underwriting
Desktop' made available to all underwriters to fomalise all
the process steps and provide decision support at each
step based on best practice接着新保险决策模型用软件实现了应用――“保险助手”这款软件使保险商熟悉了流程，并在最佳实践的基础上为每一步决策提供帮助。
• A key feature was the ability to compare the current case
to best practice cases with similar features to provide
suggestions for resolving particular issues 一个重要特征是可以根据相似点拿现有案例和最佳实践案例对比，为特殊问题的解决提供建议。
• The system also documents decisions made in each
case for later evaluation and comparison with other,
similar cases, to identify new best practices
这个系统还可以记录每个案例中的决策，作为后期评价依据，并和其他相似案例比较，确定新的最佳实践。
Standardised processes to
follow 遵循标准流程
Unilever – 'Innovation Process
Management' 联合利华－“创新流程管理”
• Sets out the key steps, deliverables and approval criteria
for each phase of the new product development为新产品开发的每个阶段设定关键步骤，交付能力和审核标准
innovation funnel 创新漏斗
• NPD teams understand how they need to document and
make the case for confirming investment at each
appraisal stage and Unilever builds a library of
standardised documents on NPD ideas for later
evaluation and referral
新产品开发团队明白，在每个评估阶段，他们要将案例归档以确认投资，联合利华在NPD的建议下建立了标准文档图书馆，以备后期评估推荐。
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Examples of best practice may provide some interesting insights into how to build new knowledge
MANAGING THE CYCLE: BEST PRACTICE EXAMPLES – BUILD
管理知识循环：最佳实践案例――建设
Possible approaches可用方法 Examples 案例 Description说明
Use of data mining to synthesise new insights from existing data进行现有数据的采集来综合新思想
Capital One – mass customisation of credit cards大量信用卡量身定制
• Capital One has indepth consumer data on 6m credit card customers and uses datamining techniques to identify potentially profitable consumer segments to whom it can craft a targeted credit card offeringCO拥有六百万信用卡用户的庞大数据库，利用数据采集技术，确定潜在客户群，按需求给他们量身定制信用卡。
• The firm considers itself to be an information-based marketing company rather than a credit card company and is expanding into other areas of financial services where it can use its techniques of analysing customer
data to identify profitable but poorly served segments that
it can enter
公司认为它是一个以信息为基础的营销公司而不是一个信用卡公司，它正向金融服务的其他领域扩展，运用自身技术分析客户数据，确定该领域内服务还未惠及的潜在客户，并提供相应服务。
Computer aided innovation
Software 计算机辅助创新软件
SKF – 'Invention Machine'
SKF-“发明机器” • SKF engineers use a Windows-based package called
'The Invention Machine' to accelerate product
development. The package is based on an analysis of
engineering patents which identified 39 parameters
which could describe any engineering problem, and 40
design techniques sufficient to solve any problem. The
software helps engineers define the problem, identify
relevant design techniques, and then compare their
problem with competing or existing products which
already solve that same problem
SKF工程师用基于WINDOWS的“发明机器”来加速产品开发。它吸收了１５０万工程专利，这些专利确定了解决工程问题的３９个参数，４０种设计技术。软件帮助工程师确定问题，找到相应设计技术，然后对比已解决的存在同样问题的现有产品。
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Examples of best practice may provide some interesting insights into how to evaluate projects and
effectively feedback lessons learned 如何评估项目，有效反馈学到的课程，最佳实践案例值得借鉴
MANAGING THE CYCLE: BEST PRACTICE EXAMPLES – FEEDBACK
管理知识循环：最佳实践案例――反馈
Possible approaches可用方法 Examples案例 Description说明
Rigorous post-evaluation of all projects/activities严格的项目/活动评估
. Army – 'After Action
Reviews' 美军－“任务重现”
• A purposeful, structured reliving of an event which a
group of soldiers (say 5-20 people) has just completed. It
is intended to promote immediate learning by reinforcing
successful behaviours and identifying improvements in
areas where there were deficiencies 有目的的，程式化的将一组士兵（5到20人）刚完成的事件重现，这是为了及时学习，通过重复来巩固已经成功的动作，并在已经熟练的基础上找到需要提高的地方。
• The AAR structure is simple and unvarying这种AAR程式简单，不变：
– What was supposed to happen? 假设发生什么？
– What actually happened? 实际发生了什么？
– Why was there a difference? 为什么存在差异？
– What can we learn and what actions should we take?我们可以学到什么及我们应采取什么措施？
• The AAR process not only facilitates continuous
improvement, but also promotes long term building of
trust, shared understanding and confidence within the
teamAAR程式不仅促成了持续提高，更推动了AAR团队内部长期建立信任，共同的理解和自信。
Creation of databases
summarising learning/
experiences 综合所学经验的数据库的建立
McKinsey – ‘PDNet’麦肯锡－PD网 • On completion of an engagement many teams document
lessons learned about the industry or about fruitful
approaches to a particular type of problem in a Practice
Development document每完成一个项目，许多团队会将学到的有关行业或者有关特殊问题解决办法的课程整理到《实践发展》中。
• Over 10,000 of these documents are currently available
via a Lotus Notes based database searchable by practice
areas by industry, by author, or using keywords
现在超过１０，０００份这种文档可以按实践领域，行业，作者或通过密码在基于Lotus Notes的数据库中查到。
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CONTENTS
1. Introduction: A Framework For Knowledge Management
2. Knowledge in Action: Generating Superior Decisions
3. Knowledge Assets
4. The Knowledge Cycle
5. Knowledge Enablers 知识催化剂
6. Appendix: Case Studies
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In order to generate and sustain outstanding knowledge management companies need to facilitate the
effectiveness of this knowledge cycle through the application of 4 knowledge enablers/ accelerators为了产生、保持优秀的知识管理，公司应通过４种知识催化剂/加速器来促成这种知识循环的效力。
ENABLERS OF FAST PROGRESS ON KNOWLEDGE MANAGEMENT 知识管理快速进展的加速
Leadership/context setting领导力/环境
• Vision/aspirations 愿景/渴望
• Strategic direction 战略方向
• Leadership/sponsorship 领导能力/发起者地位
• Performance objectives/
Measures 业绩目标/衡量标准
Organisational structures组织架构
• Structure and job roles
架构及职责
• Interest groups兴趣小组
• Knowledge management
Facilitators适于知识管理的组织结构
Acquire获取
Feedback
反馈 Capture占有
Share共享
Learn学习
Organisational culture/HR
Systems 组织文化/人力资源体系
• Management and leadership
style管理风格和领导风格
• Communications沟通交流
• Incentives and rewards奖励激励
Apply应用
Build建设
• Training
培训
Knowledge infrastructure 知识基础设施
• Technology enablers技术基础
– Information systems信息系统
– Document technology and groupware档案技术及相关
– Smart agents
– Etc.等等
• Knowledge processes 知识流程
– Acquisition methods 获取方法
– Mapping tools 转换工具
– Etc.等等
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Effective leadership is needed to provide focus and energy
需要有效领导提供支持
LEADERSHIP: EXAMPLES OF GOOD PRACTICE领导力：最佳实践案例
Examples of good practice
Vision/aspirations愿景 • Develop and communicate a long term knowledge management vision 提出并交流一个长期的愿景
• Look beyond current markets/products served to what makes the firm
Unique 对市场/产品有远见，让公司与众不同
• Ensure a healthy sense of stretch between current reality and aspirations确保现实和愿景之间距离合理
Strategic direction战略方向 • Develop a knowledge building agenda linked to core competence development 制定一个联系核心能力发展的知识建设日程
• Link knowledge leverage efforts to planned improvements in frontline
execution 将知识的推动作用和业务执行的目标相结合
• Develop common nomenclature/language 确立通用的标准语言
Leadership/
Sponsorship领导力/发起者
• Attract ‘recruits’ to interest groups 吸纳“新人”到兴趣小组
• Raise the energy (events, communication, etc.)鼓舞士气（集会，互动交流等）
• Provide support for knowledge sharing including approval of costs – time
spent, travel
为知识共享提供支持，包括准许知识共享所需的时耗和旅行
Performance
objectives
• Set objectives for learning as well as for current business results
为学习和先阶段业务成绩设定目标，
• Use demanding targets to encourage search for knowledge outside the
Problem Solving Unit利用需求目标鼓励问题解决单元外的知识寻求
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New organisational structures are likely to be needed to ensure the necessary focus on expertise. 保证关注专家的必要需新的组织架构
Selecting the right combinations of structures will be critical 选择正确的结构组合将是至关重要的
EXAMPLES OF POSSIBLE ORGANISATIONAL STRUCTURES FOR CREATING AND LEVERAGING EXPERTISE以下案例是创造和推动专业技能的可用组织结构
Likely relevance
Very high
Very low
Hierarchical organisation 层级组织
Structured web 结构网
• Stable configuration稳定的结构
• Stable components 稳定的部门
• Output focus/problem solving/current results
Emphasised结果导向/解决问题/强调现状
(., current marketing structure)
如现在的市场部
• Shifting configuration 变动的结构
• Changing components 变化的部门
• Share good practice 共享好的实践经验
• Often a development focus as well as
problem-solving 通常是发展导向和解决问题并重
(., interest groups, category teams)
如兴趣小组，专题组
Standalone expert 独立专家
Centre of expertise 专业技能中心
• Temporary configurations临时结构
• Output focus 结果导向
(., market research expert)
如市场研究专家
• Related functions 相关联的功能
• Stable membership, geographically co-located
稳定的成员关系，地理上协同
• Often a development focus as well as problem
Solving 通常是发展导向和解决问题并重
(., Innovation Centre, MPG, an OpCo/category
team nominated to build leading edge expertise in a
particular area)如创新中心，MPG，为特别领域内建设领先专业技能的专门小组
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Which type of architecture to choose for a particular skill area depends on both the nature of the demand
for that type of expertise and the benefits obtained from building a critical mass of expertise
非一般技能领域选择何种结构，取决于那种专业技能需求的性质，以及建设关键技能获得的利益。
HOW TO SELECT AN APPROPRIATE ARCHITECTURE OF EXPERTISE
如何选择合适的技能结构
Structure of demand 需求结构
Where you put a particular element
of expertise depends on 将技能的特殊元素置于何处取决于
• How much you have你拥有多少
• Whether it is most useful when
located with other related
expertise to give ‘critical mass’,
or not和其他相关技能放在一起成为“临界物质”是否是最有用的
• Whether the problems the
expertise are applied to are:
– Very common, but
geographically dispersed很普通，但地理上分散
– Very common, but centralised很普通，但集中
– Require a lot or a little
involvement from the expert on
each occasion 每个场合需要专家很多或一点投入
Dispersed分散的
• Frequent problems
And 经常的问题
• Geographically
Dispersed地理上分散的
Central集中的
• Infrequent problems
Or少见的问题或
• Frequent problems but
Geographically
Concentrated经常的问题但地理上集中的
层级组织
独立专家
Low critical mass is appropriate低临界值要求
Structure of supply
结构网
技能中心
High critical mass is required高临界值要求
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The past 2 years have also seen the role of ‘Chief Knowledge Officer’ emerge (sometimes at Board level) in a variety of corporations in all sectors 过去的两年也是各行业各种公司里“首席知识官”兴起
起的两年。
THE EMERGENCE OF THE ‘CHIEF KNOWLEDGE OFFICER’ ROLE“首席知识官”的兴起
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EXAMPLE
Sector行业 Firm公司 Name姓名 Title头衔
Industry行业 • Dow
• BP
• Gordon Petrash
• Kent Greenes
• Pat Fortune
• Global Director, Intellectual Asset and Capital Management
全球总监，知识资产和资本管理
• Knowledge Management Team知识管理团队
• Monsanto • Pat Fortune • Chief of Knowledge Management Architecture 知识管理首席
Telecommunications/
Computer电讯/计算机
• AT&T
• EDS
• ICL
• Nokia
• Francois Escher
• Chamell Havens
• Elizabeth Lank
• Kaisa Kautto-Koivula
• Organisational Learning and Development Director
组织学习发展总监
• Chief Knowledge Officer首席知识官
• Programme Director, Knowledge Management 知识管理项目总监
• Head of Knowledge Management Development
知识管理推进首席
Financial Services
金融服务 • NatWest Markets
• Centura Banks
• Ivans
• Skandia
• Victoria Ward
• B Thomas Rogers Jr
• Rita Waters
• Leif Edvinsson
• Chief Knowledge Officer 首席知识官
• Chief Knowledge Officer 首席知识官
• Strategic Knowledge Officer 战略知识官
• Corporate Director, Intellectual Capital 公司总裁，知识资本
Professional Services
专业服务 • Booz Allen
• Arthur Andersen
• Coopers & Lybrand
• Charles Lucier
• Terry Finerty
• Iris Goldfein
• Chief Knowledge Officer 首席知识官
• Partner of Knowledge Services 知识服务合作伙伴
• Chief Knowledge Officer首席知识官
Source: Financial Times, InFact Research; various press articles
In addition, new roles are likely to be required to support the less formal organisation structures and to
encourage knowledge development and transfer
然而，不太正式的组织结构需要新的角色，鼓励知识发展和传播。
EXAMPLES OF POSSIBLE NEW ROLES新角色案例
Role角色 Example tasks 工作内容举例 Example companies代表公司
Interest group leaders
兴趣小组领导
Interest group administrators
兴趣小组管理员
Knowledge engineers知识工程师
First alerts/knowledge shepherds 知识管理员
• Identify common issues or problems确定一般
• Define learning agenda/priorities 制定学习日程/优先级
• Attract talent to the interest group and develop their skills
吸纳人才到兴趣小组并发展他们的技能
• Design architecture/common processes
设计组织架构/一般流程
• Build and administer database and electronic libraries
建设、管理数据库和电子图书馆
• Arrange conferences/networking opportunities/training
安排会议/创造机会/培训
• Maintain communication links with members and group
Membership 保持成员间的交流
• Help teams codify and document learning
帮助团队将学习成果归档
• Help teams make ‘mental models’ explicit
帮助团队建立详细的“精神模型”
• Build supporting IT systems, ., expert systems, work flow
systems, that codify knowledge
建设IT支持系统，如专家系统，工作流程体系（知识文档）
• Suggest approaches to problems or issues
针对问题提出建议方案
• Direct teams to relevant documents or databases
引导团队找到相关文档或数据库
• Direct teams to relevant expertise or teams facing similar
Problems 引导团队找到相关专家或面对相似问题的其他团队
• BP ‘Technology Network Leaders’
BP “技术网络领导者”
• McKinsey ‘Practice Coordinators’
麦肯锡的“实践协调人”
• CIGNA ‘Underwriting desktop’
CIGNA “保险助手“
• Texas Instruments ‘Best Practice
Centre’
“最佳实践中心
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EXAMPLES OF POSSIBLE NEW ROLES
新角色案例
Role角色 Example tasks工作举例 Example companies代表公司
Corporate University
公司大学 • Provide management training and/or educate
提供管理培训和/或教育
• Help circulate corporate values and norms
传播公司理念和公司规范
• Tool for developing and communicating change targets and
programmes
• McDonalds ‘Hamburger University’
麦当劳“汉堡大学”
• GE ‘Crotonville’
Best Practice Transfer
Teams
最佳实践传播团队
• Identify best practices and document where appropriate
确定最佳实践并整理
• Provide expert advice as part of best practice transfer process
提供专家建议，作为最佳实践传播的一部分
• Facilitate best practice transfer between site teams
推进团队间最佳实践的传播
• HP ‘Product Processes
Organisation’
HP“产品流程组织”
Research Analysts
研究分析人员 • Conduct custom information searches for project teams
为项目团队搜寻客户信息
• Synthesise information obtained 综合搜集到的信息
• Maintain contacts with external experts and information providers与外部专家和信息提供者保持联络
Content Managers
内容管理经理 • Determine format and scope of database content
决定数据库内容的格式和范围
• Edit and update content of database, ensure quality process in
Place 编辑和更新数据库内容，
• Solicit contributions for content from relevant teams, or on relevant
Topics 推动相关团队增添数据库内容，或将信息提供给相关专题
• McKinsey ‘R&I’麦肯锡的“发展创新部”
• Arthur Andersen ‘Knowledge
Managers’
亚瑟安德森“知识经理”
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The right infrastructure, focused on supporting and enhancing the person-to-person network is vital
正确的基础结构，对支持和提升人与人间的关系网是很重要的
KNOWLEDGE INFRASTRUCTURE: KEY PRINCIPLES知识基础结构：关键原则
• Support and enhance the person-to-person network 支持和提升个人网络
– Directories通讯录
– Data bases数据库
– Publications出版物
– Intelligent interrogators智能
• Use the market – don’t fight it利用市场――不要对抗市场
– “Many doors to the answer” “找到答案的众多途径”
– Measurements and transparency 衡量标准和透明度
• Keep it simple, practical, easy to use, just in time
使之简单，实际，易操作，即时。
• Focus on knowledge pull, not information push
着重知识拉动，不是信息推动
• Use IT as the enabler, not as the driver
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There are numerous types of leading edge IT potentially applicable to knowledge management
applications 有多种先进的IT可以应用到知识管理中
LEADING EDGE IT SUITED TO KNOWLEDGE MANAGEMENT APPLICATION
IT适用知识管理促成的领先
Communication technology通讯技术
• Voicemail 语音信箱
• E-mail 电子邮件
• Video conference 视频会议
• Remote workforce automation
Collaborative computing
协作处理
• Bulletin boards BBS论坛
• Discussion databases 数据库
• Knowledge communities知识社区
• Electronic meeting systems电子会议系统
Data mining and analysis数据采集分析
Leading
edge IT
suited to
knowledge
management IT应用于知识管理形成的领先
Artificial intelligence人工智能
• Text-based searching/indexing文本搜索/索引
• Hyperlinked keywords
超链接密码
• Rules-based workflow
规范流程
• Skills databases
技能数据库
• Speech recognition and speech to text
语音识别/语音输入
• Knowledge maps/pattern recognition
知识地图/格式识别
• Intelligent agents
智能代理
• Interest profiling
兴趣文档
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Leading edge IT should be used judiciously to facilitate access to knowledge whether in documents,
databases or people IT优势应该被利用，来畅通知识获取途径，无论是文档中的，数据库的还是其他个人的
KNOWLEDGE INFRASTRUCTURE: EXAMPLE APPLICATIONS OF LEADING EDGE IT
知识基础结构：应用IT优势的案例
Supporting IT tools IT支持工具
• Search agents: use of key words to
identify specific documents 搜索代理：利用密码查找具体文档
• Interest profiling: to alert individuals
automatically when new work in their
areas of interest is added to the
databa
• Template-driven information capture
tools: to prompt and facilitate the
compilation of case studies and
evaluations
• Advanced graphics: to enable people
to visualise in 3-D key elements
(advertising, packaging, etc.)
先进的图表：用户可以看到3-D关键元素（广告，包装等）
外部印刷品（新闻、竞争对手年度报告等）
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Achieving substantial and lasting impact will require cultural change to ensure knowledge management
is acknowledged as a key responsibility. New incentives and career paths may be necessary
取得坚固而持久的影响需要文化的改变，保证知识管理成为一种重要责任。新的激励政策和职业通道是必要的。
ORGANISATIONAL CULTURE/HR SYSTEMS 组织文化/人力资源体系
• Make knowledge a professional responsibility, not an administrative burden
使知识成为一种专业责任，不要成为一种管理负担
– Orientation and training导入和培训
– Marketing 营销
– Celebrating successes 庆祝成功
• Measure and reward knowledge contributions
衡量、奖励知识贡献
Best seller lists/usage statistics
最优销售者名单/用法统计
– Contribution analyses贡献度分析
– Realigned incentives 新组合的激励方案
• Redeploy expertise and redefine career paths
重新分配技能任务和重设职业通道
– Job rotations 轮岗
– Opportunities for specialists 成为专家的机遇
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CONTENTS
1. Introduction: A Framework For Knowledge Management
2. Knowledge in Action: Generating Superior Decisions
3. Knowledge Assets
4. The Knowledge Cycle
5. Knowledge Enablers
6. Appendix: Case Studies 案例学习
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Chaparral has developed an integrated set of organisational practices to support its strategic vision
Chaparral 发展了一组实践来支撑其战略愿景
CHAPARRAL STEEL – ORGANISING FOR INNOVATION 为创新而组织
Leadership/context 领导力/背景
• Clear strategic visions to maintain world leadership in
productivity through innovation in the production process
清晰的战略愿景，通过制造流程的创新保持行业内世界领先
• Major projects chosen to satisfy dual goals – current
opportunity and capability building 选择出的主要项目服务于双重目标――现有机遇和能力建设
• Aggressive identification of world-best suppliers, and then
close collaboration to push their technology网络世界范围内的最优秀的供应商，与之亲密合作来推动其技术
Organisational design 组织设计
• No R&D department. Everyone participates in research and
is trained in how to perform and learn from experiments没有研发部门。每个人都参与研究，接受培训，学会如何进行研究并从实验中学习
• The firm has a years formal apprenticeship programme
which rotates new employees, including those with
engineering degrees, through all line areas公司有为期年的正式学徒项目，让新员工在所有轮岗，包括哪些拥有工程师职称的新人
Organisational culture/HR systems组织文化/人力资源体系
• Constant experimentation on the line encouraged on the basis that “a sure thing holds no promise of competitive advantage”“确定的事情不一定带来竞争优势”，在此基础上鼓励持续不断的试验
• Intelligent failures are tolerated (., the champion of a failed $ investment later became VP of Operations)容忍失败（如损失150万美元的投资人后来成为了执行
• Keen to copy the world’s best ideas, from anywhere热切期望复制世界上最好的成功案例，不论出处。
World leader in innovation
创新的世界领导者
• World’s most efficient automobile shredder世界最具效率的自动破碎机
• First to cast I-beams in near-netshape首现发送I射线
• Second plant in the world to use horizontal
Casting 世界上第二个利用水平发送的工厂
1990 productivity (person hours per rolled ton of steel) １９９０生产力（每吨轧钢所用工时）
• Chaparral Chaparral公司
• . average 美国平均水平
• Japanese average 日本平均水平
• German average 德国平均水平
Source: ‘Wellsprings of Knowledge’, Leonard Barton 44
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Chevron has shown that clear leadership can help build a culture of best practice sharing between
business units Chevron的实践表明清晰的领导有助于形成业务单元间共享最佳实践的文化
CHEVRON – BUILDING A CULTURE OF SHARING C－建设共享文化
Visible leadership support有形的领导
• Speeches and documents from chairman, Ken Derr 来自首席KEN DERR的演讲和著作
– “We must build a culture in which best practice我们必须建设一种共享最佳实践的文化，汇报小组一起工作，跨部门的团队合作是正常
sharing, reporting units working together, and
cross-functional teamwork are the norm”
• Resources made available to best practice teams为最佳实践团队提供资源
Example results: 案例结果
Clear expectations for new behaviour新行动的清晰愿景
• Senior management developed a set of 12 examples of the kinds of knowledge building and sharing behaviour that now matter to the organisation高层管理列出了现在关系各种知识建设和共享行为的十二的例子
• These examples communicated to all employees in a document ‘The Chevron Way’ and discussed between managers and employees at a local level
• $150m gained from sharing energy usage
management best practices between
refineries
通过共享炼油厂间的能源使用最佳实践获利１亿５千万美元
这些案例通过“CHEVｒｏｎ 之路”的刊物和所有雇员沟通，在经理与各层次的雇员讨论
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Honda continuously transfer managers across the geographically dispersed corporation to transfer best
Practices本田不断地轮换跨地区分公司经理人来交流最佳实践
HONDA – PROVIDER OF BEST PRACTICES CARRIERS 本田――最佳实践航母的提供者
Expert career paths专家职业生涯
Personal training个人培训
Individual development of knowledge知识的个人发展
Cross company teams跨公司团队
Rotation of individuals across organisation组织间人员轮岗
• External research外部研究网络
networks
• Database数据库
• Expert system专家系统
Codification of existing knowledge and dissemination via on-line IT systems
现有知识的成文及通过在线IT系统传播
Transfer of best practice
throughout organisation 组织中最佳实践的传递
Source: Corporation of the Future Initiative
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Tetrapak encourages interaction of specialists working on similar problems, despite organisational and
geographic boundariesT鼓励研究相似问题的专家互动，尽管存在组织上，地理上的界限。
TETRAPAK – SHARING INSIGHTS 共享观点
Food Processing
Systems食品处理系统
Competence network能力网络
• Design engineers working on packaging laminations meet to discuss challenges and technical advances研究包装迭片结构的工程师聚会讨论面临的挑战和技术进步
• ‘Network Manager’ encourages interaction among group members网络经理鼓励团队成员间的
Plastic
packaging塑料包装
Fibre packaging纤维包装
Personnel and development人力和发展
Support支持
Equipment consulting and manufacturing
设备咨询
Source: ‘Core Competencies’, ST
Europe欧洲
North
America北美
Asia/ Pacific亚太
Middle East/ Africa中东/非洲
Sales销量
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Eastern Chemical has competency stewards who focus on exploiting core competencies across
organisational boundaries EC拥有跨组织界限开发核心竞争力的合格员工
EASTMAN CHEMICAL – EXPLOITING COMPETENCIES
EC 开发竞争力
Chemicals塑胶部
Division
CEO
Plastics
Division、
Olefins Acetyl Polyester
Organics
塑胶部
塑胶不
Division
• Four competency stewards with responsibility across traditional organisation 肩负传统组织责任的四个员工
• Senior executive appointments:高级执行
– Responsible for health of
competency, and aligning
competency development with
corporate strategy 负责保持竞争力，并将竞争力发展和公司战略相结合
– Develop plan to deepen 制定计划，随时间推移，保持竞争力，关注关键领域的投资，填补空白等
competency over time and focus
investment in key areas, fill gaps
etc.
– Assist in development of new
products and market
opportunities
支持新品开发和市场机遇
Source: ‘Core Competencies’, STI48
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Xerox Corp uses communities of practice – informal networks of people facing common issues – to get
quicker solutions to problems X公司利用实践社区――人们面对共同问题的非正式网络――找到快速解决问题的办法
XEROX CORP – INFORMAL NETWORKS SOLVE PROBLEMS 非正式网络解决问题
Core competence: 核心竞争力
Xerography
静电复印技术
• Informal networks of individuals with a common ‘language’ and common enterprise
非正式的个人组织网络，有着共通的语言和共同的公司
Charging充电式
Laser激光成像
Imaging Developing
扩展
Image
Transfer图像转换
• Cross business unit, functional and
hierarchical boundaries跨业务单元，部门的和层级的界限
• Have a history of joint learning and practice development 有共同学习和实践发展的历史
• Responsible only to themselves; people join and stay only because they have something to learn and contribute
仅对自己负责；人们加入和留下的原因只是因有学习和贡献的东西
Source: ‘Core competencies and the Renaissance of the Large Corporation’49
BP uses both competency stewards and communities of practice BP利用胜任的职员和实践社区
BP – COMBINING APPROACHES BP、综合两种方法
Asset 1 Asset 2 Asset 3 Asset 4
Technology Director 技术总监
• Shares learnings and technology developments across assets 通过资产共享学习成果和技术发展
• Accesses externally developed
Technologies获取外部发展技术
• Provides technical ‘assurance’ to
senior management, including
assessment of strength of technical
competencies 为高层管理提供技术性“保证”，包括技术性竞争力的优势评估
Technical Peer Groups
• Share learnings across assets通过资产分享学习成果
• Address common challenges 强调共同挑战
• Provide mutual challenge on field
development plans
针对领域发展计划提出共同挑战
Source: ‘Core Competencies’, STI
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ABB uses several knowledge management techniques and seeks to balance the role of the centre with
that of its subsidiaries ABB利用多种知识管理技术，努力平衡总部和分公司的角色
ABB – ‘HUB AND SPOKE’ KNOWLEDGE MANAGEMENT
Sweden瑞士
Headquaters总部
USA美国
• Internal benchmarking内部标准
• Best practices最佳实践
• Worldwide meetings全球会议
• Training培训
• IT system IT系统
China中国
团队合作
USA
Source: ‘Corporation of the Future’
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Goldsmith Company has an Innovation Deployment Unit that identifies key innovations in product
divisions, develops them into product and process prototypes for all parts of the company and then
transfers those ideas into product divisions while providing start-up advice 金史密斯公司有一个创新分配中心，确定产品部的关键创新，使这些创新开发成公司各部的产品样机和流程原型，然后传递到产品部，同时提供启动建议。
GOLDSMITH COMPANY – TURNING INNOVATIONS INTO NEW PRODUCTS 将创新变成新产品
1
Select key innovations in product divisions在产品部选择关键创新
创新分配中心
Innovation deployment unit
Example:例
New grain extracts developed in
laboratory at Agricultural Products
Department
农业产品部实验室开发的新的稻谷脱粒技术
2
New product prototypes and manufacturing advice新品样机和制造建议
Agricultural
Products
Department农业产品部
Pet
Foods
Division
宠物食品部 Paper
Products
Division
纸质产品部 Consumer
Foods
Division消费者食品部
Source: Core Competencies and the Renaissance of the Large Corporation
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