Dr. Kuan-Tsae Huang Chairman, TASKCO e-Business Corporation

Presentation on theme: "Dr. Kuan-Tsae Huang Chairman, TASKCO e-Business Corporation"— Presentation transcript:

1 Dr. Kuan-Tsae Huang Chairman, TASKCO e-Business Corporation
知識管理之策略與方法 Dr. Kuan-Tsae Huang Chairman, TASKCO e-Business Corporation

2 Overview KM的2W, 1H: What, Why, How 企業知識管理方向 推動知識管理面臨之問題 知識管理策略面
了解知識管理策略 Survival生存 vs Advancement創新 驅動知識管理策略 管理知識策略 知識管理解決方案及方法論 競爭力 智慧財產 流程

3 2W,1H of KM

4 “今天我感覺到一種新智慧的誕生" Garry Kasparov 判斷力 經驗 迅速的辨別力 避免錯誤決策 重複使用性 創新思考力
Garry Kasparov與 Deep Blue之間的不同點 …….他的直覺、 判斷、經驗 知識的產生包括 判斷力 經驗 迅速的辨別力 避免錯誤決策 重複使用性 創新思考力

5 知識管理嘉言錄 What is KM? 有系統、有組織地善用企業內部知識以提昇績效的方法………………………..安侯協和(KPMG)管理顧問公司 為了敏銳對應外部環境的改變而從事的資訊蒐集、決定和行動，也是為了因應各種不同情勢而實施的彈性管理等必要措施……..……..勤業(AA)管理顧問公司 讓人可以適時地存取他們所要的資訊，並且利用該資訊來評估問題和機會…..………………...微軟公司 企業能否儲存、萃取與傳遞組織知識，並以此作為決策基礎或流程支援的能力.………………... ..IDC ‧

6 Why KM? ‧ 不記得過去的人註定會重蹈覆轍…….. David A. Garvin
資訊爆炸的時代，過多的資訊反而讓人看不到他要的資訊……………….……..……………Peter F. Drucker 好的概念是有待開發的知識，而知道尊敬這些無形知識，善用這些儲存於員工工作中的知識，而把這些知識透明化的企業，才是智慧型企業…...Jim Botkin 單一、全面性的管理工具比較有助於跨越組織藩籬的知識分享.…………………..…... ..Thomas H. Davenport ‧

7 What is next?- How to do KM?

8 Ten Aspects for Organizational Knowledge Management
Establish a Knowledge Management Methodology Designate a Pointerperson Empower Knowledge Workers Manage Customer Centric Knowledge Manage Core Competencies Foster Collaboration and Innovation Learn from Best Practices Extend Knowledge Sourcing Interconnect Communities of Expertise Report the Measured Value of Knowledge Asset

9 推動知識管理面臨之問題 策略面 推動執行面 管理面 IT技術面 知識管理的應從哪一層面切入(部門/計畫…) 文件資料與知識物件區分與整合
越有knowledge的人越忙，如何能讓他們把knowledge貢獻出來 知識管理的過程中，誰來作品質控管 如何萃取別人所貢獻知識之菁華 管理面 如何進行知識的分享與社群之推動 如何衡量知識管理之績效 IT技術面 如何透過單一platform，讓使用者不會作太多重複的事情 系統將來的擴充性

10 你想要什麼樣的知識管理系統？ 知識? Portal? 文件? 搜尋引擎?

11 Strategy

12 Understanding Knowledge Strategy
Tierney, (1999) “A company’s KM strategy should reflect its competitive strategy.” With focus on creating value for customers, turning a profit, and managing people. Zack, (1999) “… the most important context for guiding knowledge management is the firm’s strategy. Knowledge is the fundamental basis of competition. Competing successfully on knowledge requires either aligning strategy to what the organization knows, or developing the knowledge and capabilities needed to support a desired strategy.

13 Types of Strategy Survival vs. Advancement (von Krogh, Roos, Slocum, 1994) Survival – 維持目前的成就水準，需掌握現有市場與競爭者 Advancement –達到未來的成就，創造新市場、新技術，新產品– 需要知識創新

14 Operational Effectiveness
Strategic Drivers Market Growth Customer Intimacy 市場的成長： 提升市場佔有率 增加市場長處 增強配銷網路 與客戶形成長期且遠深的關係 與客戶的成功一起成長 Operational Effectiveness 利潤的成長 生產力的提昇 成本的控制

15 Operational Effectiveness Customer Intimacy
Product Innovation Knowledge Creation Intellectual Asset Process Innovation Knowledge Sharing Developing Learning Culture Business Innovation Customer Knowledge Integration Branding Knowledge Knowledge Strategy Product Sales Time to Market Distribution Networks Pricing Strategy Patent & Product Leverage Process streamlining Supply chain mgt Accounting & Financing Customer retention Customer product needs Revenue growth Partnering / Alliancing Business Strategy Market Growth Operational Effectiveness Customer Intimacy

16 What Drives Knowledge Strategy? Business Strategy
具有競爭力的知識為何? 關鍵性的知識缺口為何? Product Innovation 是否能發展出獨一無二的產品? 是否可縮短產品發展的時程? Organizational Complexity 快速與資訊過多的適應性? 建立一個快速學習的組織? Customers and Markets 深度瞭解客戶的需求 根據客戶的需求快速提供整體解決方案

17 Managing Knowledge Strategy
In 1997, several companies across Europe got together to try to understand how Knowledge was being exploited within companies using these different strategies to drive them. The following model was developed by that Consortium to show how organisations benefit from Knowledge leverage. The knowledge cycle (this circular process is a slightly simplified version of the models we were looking at earlier) must focus equally on both Creating and Sharing of knowledge, not just one or the other. This knowledge cycle exists within a context of what we describe as Enabling Conditions. These conditions are the organisational factors that either encourage or block the uptake and exploitation of knowledge. We categorise the Enabling Conditions into five areas. Leadership is about communicating priorities and embodying the objectives your set out for the business. Culture is the set of codified rituals and practices of an organisation, which sets out how things happen around here. If it contradicts your aims, you'll fail. Management Practices are the formal practices of the organisation. It is essential that certain aspects of KM change processes are actually embodied in management practices and procedures. Systems do not just include IT systems although, they are clearly one enabler. Systems will include mechanisms for control of work as well as recognition and reward metrics. Structures include both the formal organisational chart as well as the more informal examples such as networks to cross the organisation. This whole process should only be undertaken if it is driven by the Business Strategy and will deliver Value. Without both push and pull factors, the effort is meaningless.

18 Four Enabling Dimensions
Knowledge Resources What do we know and where is it ? Culture and Learning Practices What processes leverage that know-how? How do we participate with this know-how? Collaborative Technology How do we support this know-how?

19 Knowledge Resources Collaborative Technology
Core and complementary competencies Organizational capabilities Structured and unstructured information Personal knowledge and unique skills Customer relationships Intellectual property Knowledge Resources Infrastructure and standard systems Groupware and applications Web-enabled portals and Internet applications Process management systems Collaborative Technology

20 A Manufacturer’s example
Marketing writes the white papers Engineering writes the specification Technical Publications writes the manual Marketing Communications writes the brochure Training writes the course Everybody writes the presentations Technical support takes the calls Reengineered processes and created an organization focused on customer needs, including: Marketing Sales Support Technical Support Technical Publications Test Engineering

21 What do we want to create?
Information that is: created once and re-used located in one source easy to access viewable in multiple ways updated simultaneously worldwide accurate created with a consistent process

22 New service business Created a global extranet targeting the automation sales, marketing & support channel Based on Intellectual Assets Collective Knowledge Knowledge Management All registered users may contribute content (subject to approval process) Users communicate through monitored, online discussion forums targeting specific needs Users are continually encouraged to provide feedback Site Content

23 KM Needs to Addressing the 4Cs...
Community -- Leveraging live media, driving relationships, bringing professionals together online for events, distance learning, shared experiences. Commerce -- Building opportunities, the central online marketplace for digital-media equipment. Expanding this opportunity through vendor storefronts. Context -- Enhancing user experience with editorial expertise and a highly interactive, logical environment. Embracing concept of “survival of the easiest.” Content -- Bringing together all our collective company assets, our own editorial staff and other third-party relationships. Redefining content to include products -- striking alliances.

24 Competency

25 由一群相同興趣、技術、知識的知識工作者所組成 是一個非正式、跨部門的組織 可擁有不同的思考模式 可進行意見交換與整合
Knowledge can be best optimized through a focus on competencies. They are strategic units allow a firm to compete on Knowledge. Technology Knowledge People Competency 由一群相同興趣、技術、知識的知識工作者所組成 是一個非正式、跨部門的組織 可擁有不同的思考模式 可進行意見交換與整合 目標以客戶需求為導向，結合並擴張現存知識的能力，以在最短時間内提供客戶最佳的解決方案，並讓我們每一個人將最好的能力表現出來 專注 強化知識 提昇 競爭力

26 Examples of Competency-based business architectures

27 Intellectual Assets

28 Types of Intellectual Assets
soft hard Asset continuum tools experiences artifacts knowledge code methods "Hard" assets require greater discipline to harvest, generalize and package for use Capture and use of "Soft" assets are essential to becoming a learning organization

29 Flow

30 Acquire 取得 Value 審查 Evolve 拓展 使用 Use 建構Structure 出版 Publish
Community 社群 使用 Use 建構Structure 出版 Publish

31 創意推動成長 “智慧資產” 是產業成長的必要因素, 並且產業的競爭力和市場導向的科技創新是相關聯的
產業必須在令人競爭而且快速成長的浪潮中, 向最大利潤的趨勢邁進以及在全球貿易市場擁有自己的地位 產業機構必須有能力參與發展, 而且可以提供促進二十一世紀經濟成長的智慧資產和知識 服 務

32 E-mail: kthuang@taskco.com.tw
Thank You Contact: 黃光彩 Kuan-Tsae Huang TASKCO Corporation Tel: x110 Fax: