知识管理框架.docxVIP

071197LNZXW323SRAMPD3 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 071197LNZXW323SRAMPD3 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 1 071197LNZXW323SRAMPD3 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 ? ? 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 2 071197LNZXW323SRAMPD3 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？ What we can potentially bring to knowledge management 我们能带给知识管理的 Top management perspective Balance between theory and pragmatism Avoidance of ‘cookie cutter’ approach Change management skills 高层次的管理视角 理论和实践的平衡 避免囫囵吞枣 改变管理技巧  Where we were in late 1996 1996年的麦肯锡 3 Strengths 优势 ? Well-connected with leading theorists (e.g., Santa Fe) and practitioners 与领跑的理论研究者和实践者联系密 切 Distinctive theoretical insights (e.g., K3) 独到的理论观点（如K3） Emerging set of core beliefs 产生出一批核心理念 Weaknesses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