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APQC 知识管理实施指南
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，很多企业对 KM 都有所了解，甚至一些企业已经认为实施 KM 的时机成熟了，但是，在“了解知
识管理”和“实施知识管理”这个两个层次之间的距离还是很大的。
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.
建立知识管理的战略以保持企业的活力是一件非常困难的事情，第一步选对方向就更加困难了，整个实
施过程到处充满了绊脚石。尽管你认为知识管理是非常值得做的一件事情。但是让其他人信服并且在组织
内部广泛实施是一个非常艰巨的任务。
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 的这套实施方法可以帮助你更好的解决问题，即使你的企业可能正在艰难的寻求概念上的理解、
战术的制定以及工具的使用去成功地实施知识管理。为此 APQC 提供了这份实施指南，通过阶段特征的描
述，需求分析以及实施步骤等内容来帮助你成功的找到实施质是管理的正确方向，其实施过程分成了以下
5 个部分。
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
第一阶段：启动
第二阶段：策略开发
第三阶段：试点
第四阶段：推广和支持
第五阶段：将知识管理制度化
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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.
根据 APQC 多年的在最佳实践基础上的研究和总结，这份实施指南说明了成功知识管理实施阶段中的关
键步骤。我们将先前实施者的经历、行业发展的最新趋势以及最佳实践的经验综合在一起，作为指南帮助
企业成功实施知识管理，这些企业已经看到了实施知识管理所带来的机会，促进企业开发新产品，战胜竞
争对手，激励团队成员，以及使利润和收益最大化。
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.
在 APQC 多年来对很多优秀的企业的研究和合作的基础上，这份实施指南详细描述了知识管理实施的几
个阶段。每个阶段都包含有导火索、目标、管理和构架、信息技术、案例、衡量方法和预算以及完成每个
阶段的关键活动，你的企业将在知识管理实施的过程中不断的提高。
Stage 1: Get Started
第一阶段：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.
认清现状是成功实施知识管理的首要任务，这个指南为你指出应该从哪里入手以及正确的方向。
If one or more of the following statements is true, your organization is likely ready to embark on Stage 1 of the
journey.
如果下面所列的情况有一个是属于事实的，那么你的组织已经做好的准备，请进入知识管理第一阶段。
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 high-level rationale or vision for pursuing KM.
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知识管理已经成为你的组织中一个非常感兴趣的话题
已经有一些员工从知识管理中得到了好处
一些人已经认同知识管理，有很好的基础
你和其他一些成员已经通过培训、企业交流等方式学习了知识管理的内容
组织有实施知识管理的很高的愿景
第一阶段的关键活动
KEY ACTIVITIES FOR STAGE 1
So, 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 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 and 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 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 well-respected, 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，推广知识管理
找出目前组织内部可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, internal consulting
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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 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 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 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 already under way.
·Your IT organization is interested in actively supporting KM initiatives.
·You have stories of how knowledge sharing has helped your organization in the past.
·You have identified pilots that allow you to demonstrate how KM will benefit your organization.
·You have secured ownership, funding, and buy-in for pilots.
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·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 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.
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 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 formed around KM. The team members will
identify opportunities for pilots and set the standards for methods to be used across all initiatives.
形成跨职能部门的专业项目团队。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. 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.
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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.
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, identified and designed a pilot, and located
resources. Now you*re approaching Stage 3, that exciting point of launching successful pilots and gathering results.
项目已经进行了很大一部分。你已经形成了团队，找出并设计了试点，确定了资源。现在你正在走近第
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.
如果以下情况有一个或者多个符合你的情况，说明你的项目已经进行了一半，欢迎来到第三阶段。
·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.
·你的组织已经设计了试点并执行了战略
·你已经启动了一个经验交流团队，一个交互式的 KM 内部站点
·你已经找到并培训了试点的推动者和领导者
·你已经建立了试点工作的措施和衡量标准并且形成了跟踪和反馈机制
·你已经创建了一个从 KM 工作中学习的战略
·你已经勾画出在全公司推广试点的策略
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.
第三阶段是收益时间。主要的目标是引导成功的试点，提供 KM 商业价值的证据并总结经验。
KEY ACTIVITIES FOR STAGE 3
第三阶段的关键活动
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.
在第三阶段，获取/共享和使用知识和信息的好处已经非常明显。是时候将前两个阶段悬而未决的任务详
细化了，比如一份正式的预算。领导现在需要看到试点的可预计的收益潜力和投资回报率。
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1. Fund the pilots.
Assign a KM oversight group, such as a steering committee or cross-unit task force, to reallocate organizational
resources, such as money and time, for KM initiatives. Every best-practice 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
形成一个小组，比如筹划委员会或者跨单位的团队，来分配资金和时间等资源。每一个成功的公司，包
括世界银行，HP 等，都建立了专门的团队来管理和支持公司资源的分配。
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
face-to-face networking and community-driven Web sites. Establish a process for screening, filtering, and
validating shared knowledge from the sites before presenting it as organizational knowledge.
2．形成通用的方法：
避免脱离活跃的社区的努力来收集知识。通过无间隔的实践社区将知识提供者和知识使用者结合起来。
允许那些活跃的社区去自发的组织团队去拓展知识管理的边界。鼓励面对面的交流以及虚拟的网络社区。
建立流程去监控，筛选和发布共享的知识，使这些知识从个人知识提升为组织知识。
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?
团队要经常在一个会议上分享和讨论一些公司案例。为了完成这个至关重要的步骤，可以回答以下问题:
这个试点为什么会成功?结果是否值得推广？
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.
在公司评定试点工作之后，知识管理将继续剩下的三分之一的路，KM 的实施将将逐渐的扩展到新的项
目，提升现有的工作，固化新的工作模式，以防止员工由于习惯返回以前的工作方式。
Stage 4: Expand and Support
第四阶段：扩展和支持
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.
现在你已经获得了一些 KM 实施的经验，已经启动了试点项目、收集结果、得到了教训并决定继续 KM
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之旅。第四阶段将介绍怎样在整个公司推广知识管理，成为公司迅速增长的必要。
If one or more of the following statements is true, you are steadily nearing the final stage of your journey.
Welcome to Stage 4.
如果下面所列举的集中情况有一种或一种以上属实，你已经快要接近成功的终点。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.
·根据试点的结果，其他部门明确表示了对知识管理的需求。
·你已经开始在整个公司推销知识管理
·你已经使整个的公司关注知识管理
·你有一个适当的知识管理推广扩展计划
·你已经清楚的指明推广知识管理所需要的资源。
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.
第四阶段的总体目标使开发和部署知识管理推广的战略，以及有效的管理知识的增长。如果下一步要继
续推广知识管理，这需要研究企业的业务模式和投资回报。APQC 已经从世界各大成功的公司积累了丰富
的经验，在这里可以跟你分享。
KEY ACTIVITIES FOR STAGE 4
第四阶段的关键活动
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.
顺利地进行这一可预见阶段需要符合投资回报的要求以及小心的管理知识的增长。好消息是知识管理在
这一阶段已经被认为是企业的核心竞争力之一。
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 all-at-once
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.
你可以选择一个新的试点实施方案或者选择一个全公司范围内的知识管理实施。不论你采用什么方法，
提供一些合适的资源，如一群核心的协调人员，公司领导，知识管理人员以及知识总监等是非常必要的。
确保一些必要的技术和合适的用户处在随时可以运用的位置。
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
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senior leadership.
解决企业文化方面的挑战。解决语言的问题。已经存在一些软件可以自动的翻译，在公司范围内传播共
享的信息。你可以寻求一些精神支柱，如想办法得到一些高层领导层的全面支持。
2. Communicate and market the strategy.
Publicize KM initiatives throughout the organization. Some options include incorporating KM training into
new-hire 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.沟通并推广战略
在整个组织宣扬 KM 工作。比如，为新员工进行知识管理培训；培训经理和同等级的人员；保持一个开
放的场所，一个常规的会议； 在内部网进行宣传或者通过小册子进行宣传。
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.管理成长
在知识管理工作的推广、扩展过程中，控制混乱是非常重要的并且也是经常发生的。一个一致的政策可
以保证知识管理资源有组织，一致并且容易利用。世界银行，有一个专门的技术小组，花费了 50%的时间
在与 KM 有关的技术上并且管理内部和外部 WEB 的信息。
STAGE 4 SUCCESS
第四阶段的成功
·Appoint a central cross-functional 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.
·建立跨职能的小组，创建推广策略，发现资源，减少快速成长的问题
·成功支持 KM 工作的资源必须从其他单位发掘
·交流知识管理策略
LOOKING AHEAD
预告
To progress to Stage 5, several best-practice 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.
在第五阶段，一些优秀的有经验的公司评定了他们知识管理工作的成果并找出它们自身的弱点。Chevron
公司建立了一个内部知识管理小组，世界银行使用了外部的资源；Xerox 将 KM 评估融入了施乐管理模型
评估过程。
Stage 5: Institutionalize Knowledge Management
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第五阶段：知识管理制度化建设
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.
现在我们到了最后一个阶段：第五阶段。它既是一个终点，也是一个新的开始，更是一个自我完善的过
程。要完成这一阶段，企业必须重新定义战略、进行组织构架的重组，以及评估所实现的业绩。根据以往
指导其他进入这一阶段的企业的经验，APQC 可以尽可能的帮助你们的企业顺利地、高效的完成这一阶段
的实施。我们将告诉你其他公司是如何成功实施这一阶段的，并且帮助你定位你们组织的特定需求。
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.
如果以下的情况之一是真实的，那么你应该开始在你们整个组织内部整合和推广知识管理，知识管理正
一步步的变成业务的一部分。
·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.
·知识管理与你们的业务工作直接相关。
·知识管理的开展已经深入到你们组织的方方面面。
·所有的员工和管理人员已经接受了关于知识管理技术的培训。
·你已经系统的评估了你们的知识管理战略，分析了差距所在，已经找到了核心的方法去解决。
·你有一个正式的支持机制去运作知识管理。
·你已经有一个与你的战略相适合的激励机制。
·知识共享已经深入人心。
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.
这一阶段将使你和一小部分已处在在这一阶段已经将知识管理制度化的公司在一起。通过将那些成功地
实施这一阶段并且已经发挥知识管理能力的企业的经验共享，APQC 可以帮助你顺利地通过这一阶段。我
们要帮助你尽可能的利用机会，避免不必要的损失。
KEY ACTIVITIES FOR STAGE 5
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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 阶段的主要实施手段
在第 5 阶段，你们的组织开始意识到知识管理是一种企业运作的战略（并不只是一个数据库），而且有必
要成为一个综合的企业运作机制的一部分。知识管理变成了一种必要的核心竞争力，将具有无限的使企业
每一个员工受益的潜在能力。
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．将知识管理融入业务运作机制。
这一阶段需要获得 CEO 和其他高层的支持。你可以通过将知识管理融入业务目标，管理模式，或者评估
程序来实现这一阶段。预计在这一阶段，财务压力将会上升，而初期的障碍，如功能性障碍，将会消失。
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 all-encompassing 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．重新设计组织构架和预算
重组预算和部门职能来适应广泛实施知识管理的企业运作战略。例如，世界银行将知识管理的领导权从
公司信息总监转移到营运总监，目的是为了将知识管理从数据库管理的层次上升到全局性的战略。在两年
时间内知识管理实施预算也从 1300 万美元上升到 5700 万美元，并且将那些对 KM 有一定贡献的活动预算
整合在一起。在这一阶段你会发现组织构架在某种程度上会自然的适应这种新的工作方式。
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 的正常运行
定期的对知识管理的开展进行监督。你可以请外部的评估小组来指导内部知识管理成熟度的评估工作，
或者你可以对员工进行知识管理的调查。
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
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KM strategy.
4．将公司的业绩考核和激励机制和 KM 战略结合起来
由于业绩考核是进行加薪和升职的基础，将知识管理标准放入考核指标中将帮助员工更好地去理解知识
管理的作用。你应该为那些实施了符合 KM 战略的人员制定奖励计划。
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．在组织的知识管理框架和地域控制之间找到平衡
为了必要的一致性，应该将公司业务目标和知识管理项目联系起来。与此同时，允许非正式组织去发展
能够符合他们个人需要的知识管理资源，通过业务需要来驱动你的 KM 政策。
6. Continue the journey.
As your organization becomes a true knowledge-sharing 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
当你的组织变成了一个真正的知识分享的企业，以节约成本和时间为目的的对知识流的需求将变得越来
越多。保持高层对知识管理的知识力度以帮助你的组织及时地满足这些需求。
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.
展望未来
继续实施知识管理的重要成功因素包括：持续维护和相关的领导，建立激励机制和共同的愿景，以渐进
的方式改进流程（而不是以一蹴而就的方式），在员工已经准备好的情况下随时随地开展行动，识别职能模
式，适时地、有效的对项目的开展和业务需要进行交流。
