知识管理－Building Knowledge Management Capabilities_麦肯锡.pdfVIP

CONFIDENTIAL Building Knowledge Management Capabilities McKinsey Nonprofit Practice August 2001 CONTENTS •Why knowledge management (KM) is important •Framework for knowledge management •McKinsey Nonprofit Practice example 1 McKINSEY CORE BELIEFS ON KNOWLEDGE-BASED STRATEGIES 1. Knowledge-based strategies begin with strategy, not knowledge 2. Knowledge-based strategies are not strategies unless you link them to measures of performance 3. Executing a knowledge-based strategy is not about managing knowledge, it is about nurturing people with knowledge 4. Organizations leverage knowledge through networks of people who collaborate, not through networks of technology that interconnect 5. People networks leverage knowledge through organizational ‘pull’, rather than centralised information ‘push’ Source: Strategy as if Knowledge Mattered Brooke Manville and Nathaniel Foote, May 1996 2 STAGES OF KM AND PERFORMANCE Possible performance impact New Use of Key Best Facts and lessons practice is leading learning information edge are shared are thinking captured widely available is created and across the and used