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071197LNZXW323SRAMPD3CONFIDENTIALAFrameworkForKnowledgeManagementChrisIp,AdrianMasters,MichaelReyner,RichardTornblom,WilliamVaughan-LewisManagingKnowledgeforOutstandingPerformance10November1997DRAFTThisreportcontainsinformationthatisconfidentialandproprietarytoMcKinsey&CompanyandissolelyfortheuseofMcKinsey&Companypersonnel.Nopartofitmaybeused,circulated,quoted,orreproducedfordistributionoutsideMcKinsey&Company.Ifyouarenottheintendedrecipientofthisreport,youareherebynotifiedthattheuse,circulation,quoting,orreproducingofthisreportisstrictlyprohibitedandmaybeunlawful.071197LNZXW323SRAMPD31CONTENTS1.Introduction:AFrameworkForKnowledgeManagement2.KnowledgeinAction:GeneratingSuperiorDecisions3.KnowledgeAssets4.TheKnowledgeCycle5.KnowledgeEnablers6.Appendix:CaseStudies071197LNZXW323SRAMPD32UNCERTAINTIESFACEDBYORGANISATIONSONKNOWLEDGEMANAGEMENTHowmuchofapriorityshouldknowledgemanagementbe?WhatshouldImakeofallthetheory/jargon?HowcanIgetstarted?????Priorities••••Knowledgemanagement?Althoughmanycompaniesareexcitedbythepotentialformoreeffectivemanagementoftheirintellectualassets,theyfindthemselvestypicallyconfrontedbyaseriesofuncertainties071197LNZXW323SRAMPD33WHYMcKINSEYISPOTENTIALLYWELLPLACEDTOHELPWhatwecanpotentiallybringtoknowledgemanagement•Topmanagementperspective•Balancebetweentheoryandpragmatism•Avoidanceof‘cookiecutter’approach•Changemanagementskills✓Strengths•Well-connectedwithleadingtheorists(e.g.,SantaFe)andpractitioners•Distinctivetheoreticalinsights(e.g.,K3)•Emergingsetofcorebeliefs✘Weaknesses•Myriadofcompetingframeworks•Longontheory,shortonexperience•PerceivedgapsinITknowledge/capability•LimitedsynthesisedclientfriendlymaterialsWherewewereinlate1996McKinseyshouldbewellplacedtohelpcompaniesmeetthechallengeofmanagingknowledgeeffectivelyastheissueplaystoourtraditionalstrengths.However,todatewehavelackedaclearandpragmaticclientproposition071197LNZXW323SRAMPD34WHATTHETEAMHAVEFOCUSEDONPRODUCINGSummarypacktoengageCEOs•Whyknowledgemanagementmatters•Howtothinkaboutknowledgemanagement•HowtogetstartedBackuppackstohelpEMs•Whyknowledgemanagementmatters•Aframeworkforknowledgemanagement•Howtoleadaknowledgemanagementengagement•ITinknowledgemanagement:apracticalguideLatestFirmresearch–e.g.,•ExistingKMwork•CorporationoftheFuture•Growthwork/STIEarlyClientexperiences•Unilever•NatWest•WorldBank•BankinterExternalthinking–e.g.,•“Wellspringsofknowledge”:Leonard-Barton•“TheIntelligentEnterprise”:Quinn•“IntellectualCapital”:StewartThe‘ManagingKnowledgeforOutstandingPerformanceTeam’havesoughttoaddressourweaknessesandtoprovideasetofclientreadymaterials,bysynthesisingbothresearchworkacrosstheFirmandourincreasingbodyofpracticalexperience071197LNZXW323SRAMPD35OBJECTIVESOFTHISDOCUMENTSummarypacktoengageCEOs•Whyknowledgemanagementmatters•Howtothinkaboutknowledgemanagement•HowtogetstartedBackuppackstohelpEMs•Whyknowledgemanagementmatters•Aframeworkforknowledgemanagement•Howtoleadaknowledgemanagementengagement•ITinknowledgemanagement:apracticalguideObjectivesofthisdocumentToprovideaframeworkforthinkingaboutknowledgemanagement:•Objectivesforknowledgemanagement•Selectingtherightproblem,andtheright'problemsolvingunit'•Buildingand'utilising'knowledgeassets•Applyingtheknowledgecycle•OptimisingtheknowledgeenablersThisparticulardocumentaimstodescribeanintegratedframeworkforthinkingaboutknowledgemanagement,synthesisingawiderangeoftheoryintoasimpledescriptionofthechallengesfacedbybusinessesinbuildingknowledgemanagementcapabilitiesThisdocument071197LNZXW323SRAMPD36COREBELIEFSUNDERPINNINGAFRAMEWORKFORKNOWLEDGEMANAGEMENT•KnowledgeManagementisameanstosuperiordecisionsandexecution,notanendinitself•AttheheartofsuperiorKnowledgeManagementisafocusonbuildingandutilisingknowledgeassets•...throughtheapplicationofaknowledgecycle•Leaderscanenhancetheoperationofthiscyclethroughoptimisingthefourenablersofknowledgemanagement:leadership/contextsetting,organisationaldesign,organisationalcultureandtheknowledgeinfrastructureThisframeworkisbasedonasetofcorebeliefsaboutknowledgemanagement...071197LNZXW323SRAMPD37KNOWLEDGEMANAGEMENT:AFRAMEWORKThesebeliefscanbeintegratedintoasingleconceptualframework,encompassingthekeydimensionsofknowledgemanagementKnowledgeassetsOurindividualandcollectiveknowledgeKnowledgecycleHowwecapture,shareanduseourknowledgeassetsKnowledgeinactionSuperiordecisionsandexecutionKnowledgeenablersOrganisationalleverstoimprovetheoperationoftheknowledgecycleLeadershipAcquireOrganisationalstructureCaptureShareLearnApplyBuildFeedbackKnowledgeinfrastructureOrganisationalculture071197LNZXW323SRAMPD38CONTENTS1.Introduction:AFrameworkForKnowledgeManagement2.KnowledgeinAction:GeneratingSuperiorDecisions3.KnowledgeAssets4.TheKnowledgeCycle5.KnowledgeEnablers6.Appendix:CaseStudies071197LNZXW323SRAMPD39THEOBJECTIVESOFKNOWLEDGEMANAGEMENTSuperiorbusinessperformance......throughbetterdecisionsandexecution......fromfocusingontherightareas......withtherightpeople......drawingontherightinternalandexternalexpertise✓Itisvitalconstantlytobearinmindthatknowledgemanagementisa
本文标题:麦肯锡知识管理框架
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