知识管理综合概述(英文版)VIP免费

InformationRiskManagementKnowledgeManagementAbusinesscase\'5c'5c'5c'0d18March1999Thisreportcontains39pagesAppendicescontain8pagesNIRM_KM.docContents1Background11.1Whyhasknowledgebecomeastrategicbusinessissue?11.2TheKPMGglobalvisionandstrategy22Knowledgemanagementdefined52.1Knowledge52.2Knowledgemanagement62.3Theknowledgesystem63KnowledgemanagementinIRM93.1TheUnitedKingdom93.1.1KMstructures103.2TheUnitedStates123.3InternationalHeadquarters(IHQ)133.4SouthAfrica144Benefits164.1Keybenefits164.1.1Tangiblebenefits164.1.2Intangiblebenefits175Costs196Challenges236.1Wheretostart?236.2Culturalchange256.3Knowledgemanagementstrategy267Technology278Contentandmaintenance288.1Genericknowledge288.2Layout298.3Clientconfidentiality308.4Maintenanceandsanitation318.5Acompleteprocess319Thenextsteps33AppendixA-SuggestedIRMSouthAfricaknowledgerepositorystructure错误！未定义书签。AppendixB-DraftjobdescriptionsforstaffingofaKnowledgeCentre错误！未定义书签。1Background1.1Whyhasknowledgebecomeastrategicbusinessissue?Recentlytherehasbeenashiftawayfroma揷apitalasset”basedeconomytoonewherethestrategicassetsofanyorganisationareitsknowledgeassets.Thischangeinparadigmisasgreatastheshiftinthepastfromanagriculturaltoanindustrial-basedeconomyatthestartoftheIndustrialRevolution.Theuseofknowledge,anditssubsequentmanagement,asastrategictooltoenablefirmstogainanedgeovertheircompetitorshasbeenenabledthrough:technologicaladvancementsallowingthecapture,managementanddisseminationofvastquantitiesofinformationwithinorganisations;theemergenceof搗irtualorganisations”inwhichtraditionalboundariesseparatingbusinessunitsareblurring;andknowledgebeingutilisedtochangeorganisationsandopennewmarkets.Inaddition,therisksofnotmanagingone抯knowledgeassetsincludes:lossofproductivityandopportunitiesthroughwastedtimefindinginformationanddatawithinanorganisation;informationoverloadasaresultofnotoolsorprocessesbeinginplacetomanageandorganisedataandinformation;thelossofknowledgeduetostaffattrition(itisestimatedthat50%ofknowledgenotactivelystoredandmanagedislostevery5yearsassuminga10%turnoverinstaffperannum);andcontinualre-inventingofthewheelaslessonslearnedinthepastarenotstoredandpassedontoothersintheorganisation.1.2TheKPMGglobalvisionandstrategy揔PMGistheglobaladvisoryfirmwhoseaimistoturnknowledgeintovalueforthebenefitofitsclients,itspeopleanditscommunities.”KPMGisaknowledge-basedorganisation.Whilethatimpliesthatwerecruitandretainthehighestcalibreofperson,itisnotsomuchthepoolofknowledgethatisKPMGthatcounts,butratherhowweturnthatknowledgeintovalue.Ourknowledgecanbeseenaspartofourcompetitiveedge,somethingthatsetsusapartfromourcompetitors.TheKPMGvaluesetallowsustomaximiseouradvantagebymaintainingthesevaluesinalldealingswithstaffandclients.Inordertoachievethisthesevaluesmustbeembeddedintoourprocessesandactivities.Thevaluesfocusonthreeareas:Clients;People;andKnowledge.Itisthelatterthatthisbusinesscaseaddresses.ThevalusasexpressedunderKnowledgestatethat,揥ewillcontinuouslyextendthefrontiersofoursharedknowledgebytreatingknowledgeasahighly-valuedassetwhicheveryoneinthefirmhasarightandobligationtouseandaresponsibilitytocontributetowards.”ThisistheessenceofKnowledgeManagement(KM):theprocessofturningapoolofdiverseknowledgeandexpertiseintoasharedresourcethatbetterallowsthefirmtomeetitsgoalsandobjectives.Thisproposalwilladd...