知識管理郭咸綱

1、Module Knowledge Management知識管理 郭 咸 綱William X. GUOOutline of Topics（主題概要要）Importance of knowledgemanagement知識管理理的重要要性O(shè)riginand Definition起源和定定義Typesofknowledgeand modes of knowledgecreation知識的類類型和知知識創(chuàng)造造的方式式Knowledgecreatingcompanies知識創(chuàng)造造型公司司Implementingknowledge management實施知識識管理Importance of knowl

2、edgemanagement (KM)（知識管理理的重要要性）Knowledgeisaform of capital.知識是資資本的一一種形式式Thesingle differentiator thatislikely to lastisinnovation,and therawmaterialofinnovationisknowledge如果將資資本比喻喻成創(chuàng)新新，那么么知識就就是創(chuàng)新新使用的的原料Knowledge+Creativity =Innovation知識創(chuàng)創(chuàng)造創(chuàng)創(chuàng)新Case - By 1987, onlyfiveyearsafterCanonintroduced itsinnov

3、ative mini-copier 74%ofthecompanys revenues camefromitsbusinessmachinesdivision例：佳能能公司推推出袖珍珍復印機機5年后后的1987年年，公司司74的收入入來自商商業(yè)機器器分公司司FormalKMisoriginatedinconsulting firms真正的知知識管理理開始于于咨詢公公司Definition （定義）Knowledgemanagementistheprocessthat helps organizationsidentify, select,organize, andcapture importa

4、ntinformationandexpertise withintheorganization anddisseminateittowhereveritisneededtoenhanceorganizationaleffectiveness andinnovative potential.知識管理理是協(xié)助助組織識識別、選選擇、組組織和獲獲取組織織中的重重要信息息及專門門技術(shù)的的過程，并且將將獲取的的信息和和專門技技術(shù)應用用到組織織中，以以提高組組織效率率和創(chuàng)新新潛力ResearchonKnowledgeCreationpioneered by ProfessorsNonacaandTakeuc

5、hiofJapan日本的Nonaca和Takeuchi教授是研研究知識識創(chuàng)造的的先驅(qū)TypesofKnowledgeandModesofKnowledgeCreation知識類型型和知識識創(chuàng)造的的方式TypesofKnowledge（知識的類類型）Tacitknowledge-implicit, residesinexpertsheads, highlypersonal,difficult to communicate.內(nèi)在知識識隱藏藏、存在在于專家家的頭腦腦中，非非常私人人的、很很難交流流。Explicitknowledge-formal,systematic,codified,public

6、lyavailable,andcan be easilycommunicatedand shared.E.g., Productspecifications, scientificformula,computerprograms.外在知識識正式式、系統(tǒng)統(tǒng)、成文文、可用用并且易易于交流流和共享享。例如如：產(chǎn)品品規(guī)格、科學公公式、計計算機程程序。Understanding Tacit Knowledge（理解內(nèi)在在知識）PhilosopherMichael Polanyi: Wecanknowmore thanwecan tell.“哲學家Michael Polanyi：”我們所知知比所說說要多。

7、”Deeplyrooted in actionandinanindividuals commitmenttoaspecificcontext行為和個個人活動動歸根究究底有其其原因A mastercraftsmanhas awealth of expertiseathis fingertips“,butisoftenunable to articulatethe scientificortechnical principlesbehind whatheknows一個熟練練的工匠匠擁有很很多專業(yè)業(yè)技術(shù)“在他的的指尖”，但他他常常不不能與蘊蘊藏在其其后的知知識和技技術(shù)原理理相結(jié)合合。后續(xù)Unders

8、tanding Tacit Knowledge（理解內(nèi)在在知識）續(xù)前-Theactivitiesofa workgrouporteam-一個工作作團體或或團隊的的行為-The kindofinformal, hard-to-pin-downskills captured in theterm know-how.“-專門技術(shù)術(shù)中非正正式的、不受約約束性技技能的掌掌握Consistsofmentalmodels,beliefs,andperspectives so ingrainedthat we takethemforgranted由智力模模式、信信念和觀觀念組成成，是根根深蒂固固的、我我們必須

9、須贊同的的ModesofKnowledgeCreation To from Tacit Knowledge Explicit Knowledge Tacit KnowledgeSocializationExternalizationExplicit Knowledge InternalizationCombinationSocialization (Personalization)社會化（人性化化）From tacit to tacit從內(nèi)在到到內(nèi)在Apprenticeshipandmentoring學徒和老老師Jobrotationbetweendepartments部門間的的工作輪輪換Cr

10、oss-functionproject teams項目組的的職責交交叉Internalization（內(nèi)在化）From explicit to tacit從外在到到內(nèi)在Learningbydoing(afterformal training andexplicitinstructions)從作中學學（在正正式培訓訓和指導導后）Onthejob training在工作中中鍛煉Combination（聯(lián)合）Externalization（外在化）(Codification)（成文化）(Articulation)（清晰度度）From tacit to explicit processofcaptur

11、ingand transferringofexpertknowledge從內(nèi)在到到外在獲取和和轉(zhuǎn)化專專門知識識的過程程Askexpertstodevelop rules andprocessesbasedontheirown tacit knowledge要求專家家在自身身內(nèi)在知知識的基基礎(chǔ)上獲獲取規(guī)則則和方法法Knowledgeengineers or systemsanalystsinterview expertsand extracttheirexpertise知識工程程師和系系統(tǒng)分析析師會見見專家并并吸取他他們的技技術(shù)后續(xù)Externalization（外在化）(Codificatio

12、n)（成文化）(Articulation)（清晰度度）續(xù)前Employeesdocumentproblemsolving processesandsolutions on thejob員工記錄錄工作中中解決問問題的方方法和方方案Communityofpractice(on theInternet), chatgroups,etc.實踐社區(qū)區(qū)（在Internet上）、交交流團隊隊等Four modes of knowledgecreationatMatsushita Electric CompanyMatsushita電力公司司的四種種知識創(chuàng)創(chuàng)造模式式IkukoTanakaapprenticed

13、withmasterbakertolearnhis skills（IkukoTanaka為熟練的的面包師師當學徒徒以學習習技能）Shetranslatedthesesecrets intoexplicitknowledge thatshe cancommunicatetoherteammembers andothersatMatsushita（她將這些些秘密轉(zhuǎn)轉(zhuǎn)化成外外在知識識，以與與她的團團隊成員員以及與與Matsushita的其他團團隊交流流）Theteamthen standardizedthis knowledge,puttingittogetherinto amanual or wo

14、rkbook andembodyingitinaproduct（團隊將這這些知識識標準化化，集中中起來裝裝訂成冊冊，并應應用于產(chǎn)產(chǎn)品中）Through theexperience of creating anew product, Tanakaandher teammembersenrichedtheirowntacitknowledge base（在開發(fā)新新產(chǎn)品的的過程中中，Tanaka和她的團團隊成員員不斷豐豐富他們們的內(nèi)在在知識）Knowledge-creatingCompanies知識創(chuàng)造造型公司司MetaphorAnalogyModel比喻類推模型Toenlarge thecreat

15、ivespaceandtolinkcontradictory thingsandideasthroughmetaphor（通過比喻喻開拓創(chuàng)創(chuàng)造空間間和統(tǒng)一一矛盾事事務(wù)及觀觀點）Resolve these contradictions throughanalogy（通過類推推解決矛矛盾）Crystallizethecreatedconceptsandembody theminamodel（明確創(chuàng)造造性觀念念并在模模型中具具體化）NewProductDevelopmentatHonda本田汽車車的新產(chǎn)產(chǎn)品開發(fā)發(fā)“Letsgamble” sloganinauguratedtheprocesswith

16、 ateamofyoungengineersand designers,chargedwith thedevelopmentofa new-concept car,not acheaperversion of Civic andAccord.“Letsgamble”開創(chuàng)了新新的理念念，讓年年輕的工工程師和和設(shè)計師師負責新新概念車車的開發(fā)發(fā)，而不不是那些些便宜的的大眾汽汽車和普普通汽車車。Team leaderHirooWatanabecoinedanotherslogan-TheoryofAutomobileEvolutiontoexpress an ideal.團隊領(lǐng)導導HirooWatan

17、abe提出另一一個口號號汽車車發(fā)展推推測以以表達一一種理想想后續(xù)NewProductDevelopmentatHonda本田汽車車的新產(chǎn)產(chǎn)品開發(fā)發(fā)續(xù)前This ledtodiscussion anddebateand yetanother slogan-Man-maximum,Machine-minimum.這些引發(fā)發(fā)了討論論和辯論論，還有有一個口口號最最大人性性化，最最小機械械化Finally,therevolutionary“TallBoy” Honda Cityemerged.最后，革革命性的的“Tall Boy”橫空出世世。MetaphorAnalogyModel比喻類推模型TheHo

18、ndacaseshowshowJapanesecompanies usefigurative language andsymbols in productdevelopmentprocess（本田汽車車的例子子展示了了日本公公司在產(chǎn)產(chǎn)品開發(fā)發(fā)過程中中如何使使用比喻喻方式和和符號）A Metaphor mayhavemultiplemeaningsorappearlogically contradictory, buthelp to merge differentareasofexperience withina single,imageorsymbol.比喻可能能造成多多意或出出現(xiàn)邏輯輯矛盾，

19、但能將將不同領(lǐng)領(lǐng)域的經(jīng)經(jīng)驗統(tǒng)一一成一個個簡單、形象和和符號的的。PhilosopherMaxBlack: “twoideasinone phrase“哲學家MaxBlack：”一詞有二二意”后續(xù)MetaphorAnalogyModel比喻類推模型續(xù)前Peopleput together whattheyknow in newways andbegintoexpress tacit knowledge-what theyknowbutcannot yetsay人們采用用新方法法整理他他們所知知的知識識并表示示成內(nèi)在在知識他們理理解但不不會表達達Effectiveinjumpstarting th

20、ecreativeprocess in theearlystagesofknowledge creation在知識創(chuàng)創(chuàng)造的初初期高效效的開始始創(chuàng)造過過程Implications-SeniorExecutivesVision暗示高高級管理理人員的的想象Needstobeopen-ended andsusceptibletoa varietyofdifferent andeven conflicting interpretations需要容許許幾種不不同甚至至是矛盾盾的解釋釋Givesemployeesand workgroups thefreedom andautonomytosettheiro

21、wn goals給予員工工和工作作團隊一一定的自自由和自自治權(quán)，以達到到他們的的自身目目標Ifa visionistoounambiguous, it becomesan order anddonotfoster thehigh degreeofpersonalcommitment on which effectiveknowledgecreationdepends如果一個個想象太太明確，它將成成為一個個規(guī)則，阻止人人的創(chuàng)造造能力在在更深層層次上的的激發(fā)，而這是是有效知知識創(chuàng)造造所依靠靠的Conceptual UmbrellaSharp-“Optoelectronics to describe

22、 themerging of microelectronicswithoptical technologiesSeniormanagerstookupthewordandmagnified itsimpactfar beyondtheR&D andengineeringdepartmentsinthecompanySharp“光電子學學”是描描述微電電子學和和光學技技術(shù)的融融合，高高級管理理人員使使用該詞詞并將其其推廣到到R&D以及工程程部外的的其他部部門NEC-the metaphorC&C(for computersand communications),Categorizedthecom

23、panys knowledgebase in terms of afew keytechnologiesNEC-“C&C”（計算機和和通信），采用用幾個關(guān)關(guān)鍵技術(shù)術(shù)術(shù)語對對公司知知識加以以分類Kao-“Surface activescience“Guidedits diversificationinto products rangingfromsoap detergentstocosmetics to floppydisks allnatural derivatives of Kaos coreknowledge baseKao-“Surface activescience“指導它的的產(chǎn)品多多

24、樣化，從肥皂皂、清潔潔劑到化化妝品，到軟盤盤一切切自然從從Kao的核心知知識演化化而來MetaphorAnalogyModel比喻類推模型Metaphorstriggertheknowledge-creation processthroughintuitionand linkingconflictingimages比喻通過過直覺和和統(tǒng)一矛矛盾現(xiàn)象象觸發(fā)知知識創(chuàng)造造過程Thenextstep is analogy, amorestructured processofreconcilingcontradictions.下一步是是類推，一個更更加結(jié)構(gòu)構(gòu)化的緩緩和矛盾盾的過程程Anintermedia

25、testepbetween pureimaginationand logicalthinking純想象和和邏輯思思考的中中間一步步Whyisabeer cana usefulanalogy fora personal copier?為什么啤啤酒罐是是一個個個人復印印機的有有用類推推？Beer canandCanonpersonalcopier啤酒罐和和佳能個個人復印印機Canonwasdevelopinga revolutionarymini-copierthatisreliable,easyandcheaptomake.佳能開發(fā)發(fā)了一種種微型復復印機可靠、簡單且且造價低低廉Plan to m

26、akethe photosensitive copierdrum (thesource of 90%ofallmaintenanceproblems) disposable計劃制造造可隨意意使用的的感光復復印機鼓鼓Theteamwasdiscussingdesignproblemsoversome drinks開發(fā)團隊隊基于一一些飲料料討論設(shè)設(shè)計問題題后續(xù)Beer canandCanonpersonalcopier啤酒罐和和佳能個個人復印印機續(xù)前Tanaka(theteam leader)heldoneofthe beercansandwonderedaloud, Howmuchdoes it

27、 costtomanufacturethiscan?“Tanaka（團隊領(lǐng)導導）拿著著一個啤啤酒罐，驚異的的叫道：“制造造這個易易拉罐的的成本是是多少？”Thequestionled theteam to speculatewhether thesame processfor makinganaluminumbeer could be appliedtothe manufacture of an aluminum copierdrum這個問題題引發(fā)了了團隊的的思索，能否象象制造鋁鋁啤酒罐罐一樣制制造鋁復復印機鼓鼓MetaphorAnalogyModel比喻類推模型Thelaststep in

28、theknowledge-creationprocess知識創(chuàng)造造的最后后一步More immediately conceivable thanametaphororananalogy比比喻和和類推更更直接想想到Contradictionsgetresolvedand concepts becometransferablethroughconsistent andsystematic logic通過協(xié)調(diào)調(diào)和系統(tǒng)統(tǒng)邏輯，矛盾可可以解決決、概念念可以轉(zhuǎn)轉(zhuǎn)化Makestheknowledge availabletotherestofthecompany使得知識識對于公公司的其其他地方方是可利利用的D

29、eveloping low-cost disposablecopier drumresultedinnew technologiesforotheroffice products suchasmicrofilm readersand laser printers開發(fā)低成成本的可可隨意使使用的復復印機鼓鼓，為其其他辦公公產(chǎn)品引引入了一一種新技技術(shù)，如如縮影膠膠片閱讀讀器和激激光打印印機By1987 onlyfive years after themini-copierwasintroduced 74%ofCanons revenues camefromitsbusinessmachinesdiv

30、ision1987年，微型型復印機機開發(fā)后后的5年年后，佳佳能74的收收入來自自商業(yè)機機器分公公司Prooftheknowledge is aformofcapital.證明了知知識是資資本的一一種形式式StrategicImpact of KnowledgeCreationatCanon佳能知識識創(chuàng)造的的戰(zhàn)略影影響CreatingknowledgeinOrganizationsviaRedundancy通過冗余余在組織織中創(chuàng)造造知識Thefundamentalprinciple of organizational designinknowledge-creatingcompanies isr

31、edundancy in knowledge-creatingresponsibilities.知識創(chuàng)造造型公司司的組織織設(shè)計的的基本原原則是知知識創(chuàng)造造職責的的冗余AtCanon,ateam is dividedintocompetinggroups to developa varietyofapproaches andperspectives-principleofinternalcompetition.在佳能，一個團團隊分成成兩個互互相競爭爭組，按按不同的的方法和和觀點發(fā)發(fā)展內(nèi)內(nèi)部競爭爭法則Maybewastefulinthe short run,but newideasprolifer

32、ateandthe organizations knowledge-creatingability is accelerated.這可能在在短期內(nèi)內(nèi)造成浪浪費，但但能帶來來新的想想法并增增強組織織的知識識創(chuàng)造能能力StrategicJob Rotation戰(zhàn)略崗位位輪換Asecondwaytobuildredundancytohelp employeesunderstand thebusinessfrom multiple perspectives建立冗余余機制的的第二種種方法可可幫助員員工從不不同的角角度理解解公司Makesorganizationalknowledgemorefluid a

33、ndeasiertoput intopractice使組織的的知識更更具有“流動性性”，更更容易付付于實施施AtKaoCorporation, aJapaneseconsumer-productsmanufacturer,employeesare expected to holdatleastthreedifferent jobsinany given ten-year periodKao公司，一一家日本本的消費費品制造造企業(yè)，它的員員工總被被期望在在任意10年中中至少從從事三份份不同的的工作Researchersoftenretirefrom theR&Ddepartmentbytheage

34、 of 40 in order to transfer to other departments suchasmarketing,sales,orproduction研究人員員一般在在40歲歲時從R&D退休，.投向其其他部門門，如市市場、銷銷售和產(chǎn)產(chǎn)品Free AccessofInformation自由訪問問信息Athirdwaytobuildredundancy建立冗余余的第三三種方法法When information differentialsexist, membersofanorganization cannolongerinteractonequalterms, which hind

35、ersthe searchfordifferent interpretationsofnewknowledge當不同信信息存在在時，組組織成員員將不再再受相當當條件的的制約，這些條條件是阻阻止搜索索新知識識的不同同解釋的的Kaodoesnotlimitaccess to information among employees.Allcompany information (with theexceptionofpersonnel data) is storedina singleintegrated database,open to anyemployeeregardless of posit

36、ionKao在公司員員工中不不對信息息訪問加加以限制制。公司司的所有有信息（個人數(shù)數(shù)據(jù)除外外）都存存放在一一個獨立立的完整整數(shù)據(jù)庫庫中，并并對公司司的所有有員工開開放，而而不論其其職位Knowledge-creatingRoles（知識創(chuàng)造造的角色色）Creatingnewknowledge is theproduct of adynamicinteractionamongthreeroles創(chuàng)造新知知識是三三種角色色動態(tài)交交互的結(jié)結(jié)果Frontlineemployeesareoftencaught up in their ownnarrowperspectiveand losesightof

37、the broadercontext前線員工工常為他他們自己己的狹隘隘看法所所迷惑，而失去去對全局局的把握握Seniormanagersarticulate metaphors,symbols,and conceptualumbrellathatorientthe knowledge-creatingactivities of employees.Theyjudgeand testthe value of newknowledgecreatedandask broad questions:高級管理理人員結(jié)結(jié)合比喻喻、象征征和概念念傘，以以確定員員工知識識創(chuàng)造的的方向。他們判判斷并檢檢驗新知知識

38、創(chuàng)造造的價值值并提出出更廣泛泛的問題題：What arewetryingtolearn?（我們將要要學什么么？）What do we needtoknow?（我們需要要知道什什么?）MiddleManagersand Teams(中層管理理人員和和團隊)Middlemanagersprovidea conceptualframework thathelpsfrontline employeestomake sense of thechaotic marketsignals中層管理理人員提提供一個個概念框框架，以以幫助前前線員工工搞清混混亂市場場信息的的意思。Teamsplay acentral

39、role in knowledgecreationasitsmemberscreatediverse pointsofviewsandthenintegrateinto anew collectiveperspective.團隊在知知識創(chuàng)造造過程中中起了核核心的作作用，當當成員提提出不同同觀點時時，它便便綜合所所有成一一個新的的綜合觀觀點。后續(xù)MiddleManagersand Teams(中層管理理人員和和團隊)續(xù)前Team leadersare typicallymiddlemanagerswhosynthesizethetacitknowledge of bothfrontline em

40、ployeesandsenior executives, makeitexplicit, andincorporateitinto newtechnologiesand products團隊領(lǐng)導導是典型型的中層層管理人人員，他他們綜合合前線員員工和高高級管理理人員的的內(nèi)在知知識，使使其外在在化，并并將其融融合入新新產(chǎn)品和和技術(shù)中中。They arethetrueknowledge engineersofthe knowledge-creatingcompany他們是知知識創(chuàng)造造型公司司真正的的“知識識工程師師”。Implementingknowledge management(KM)執(zhí)行知識識

41、管理Implementingknowledge management(KM)執(zhí)行知識識管理Knowledgemanagementconcepts（知識管理理的概念念）PreparationforKMinitiatives（知識管理理的初始始準備）Knowledgemanagementstrategy（知識管理理戰(zhàn)略）ElementsofKMpractice（知識管理理實踐的的基礎(chǔ)）KMtechnologies（知識管理理技術(shù)）Case studies（示例學習習）KnowledgeManagementConcepts（知識管理理的概念念）Organizationallearning-Creat

42、ionofnewstandardoperating proceduresand business processesthat reflects organizations experiences組織學習習建立立反映組組織經(jīng)歷歷的新的的標準化化運作程程序和商商業(yè)過程程Knowledgemanagement-Theset of processesdevelopedinanorganization to creates, gathers, stores,maintains,anddisseminates knowledge知識管理理在組組織中發(fā)發(fā)展的商商業(yè)程序序是為了了建立、聚集、存儲、維護和和傳播

43、知知識后續(xù)KnowledgeManagementConcepts（知識管理理的概念念）續(xù)前Best Practices-Successful solutionsorproblem-solvingmethodsdevelopedbyspecificorganization or industry最好的實實踐由由專門的的組織或或行業(yè)提提出的成成功解答答或解決決問題的的方法OrganizationalMemory-Storedlearningfromorganizationshistory thatcan be usedfor decision makingandotherpurposes組織存儲儲

44、存儲儲從組織織歷史中中獲取的的知識，對決策策制定和和其他活活動都是是有用的的PreparationStepsforKMInitiatives知識管理理初始準準備的步步驟1)Appoint achiefknowledge officerand createa KM strategy thatislinked to corporatestrategicobjectives.任命一個個首席知知識官員員并建立立一個知知識管理理戰(zhàn)略是是與公司司戰(zhàn)略目目標相關(guān)關(guān)的2)Deploy KM technologicalinfrastructuretoenable theprocess of creating,s

45、haring anddisseminating knowledge.配置知識識管理技技術(shù)的下下部組織織能夠建建立、共共享和傳傳播知識識3)Strengthen topmanagement commitmentbyshowingthem successfulKMpracticeinothercompanies.通過展現(xiàn)現(xiàn)其他公公司成功功的知識識管理經(jīng)經(jīng)驗加強強高層管管理4)Develop acultureandreward systemoftrustandlearningtofoster collaborationand innovation.Makeemployeesfeelcomfortab

46、lesharing knowledge建立信任任的文化化氛圍及及回報系系統(tǒng)，培培養(yǎng)協(xié)作作和創(chuàng)新新。使員員工感覺覺到知識識共享的的好處。KnowledgeManagementStrategy知識管理理戰(zhàn)略Drivenbycompanys competitive strategy由公司競競爭戰(zhàn)略略驅(qū)動Howitcreatesvalueforcustomers（怎樣為顧顧客創(chuàng)造造價值）Howthatvaluesupportsaneconomicmodel（價值如何何支持經(jīng)經(jīng)濟模型型）Howthe companyspeopledeliveronthevalueand theeconomics（公司的人

47、人們?nèi)绾魏螌崿F(xiàn)價價值）Some companiesautomateknowledgemanagement(Codification)一些公司司實行自自動知識識管理Othersrelyontheirpeopletoshareknowledge throughmoretraditionalmeans(Personalization)另一些公公司通過過傳統(tǒng)方方式，依依靠他們們的員工工共享知知識DifferentKnowledge ManagementStrategies不同的知知識管理理戰(zhàn)略Codificationcanbethe mainemphasisformore structuredtask

48、s.Thisrequirescomprehensiveelectronic repositoryof“knowledgeobjects”tofacilitate reuse ofexplicitknowledge.Examples Anderson Consultingand Ernst &YoungfortechnologyandERP implementation.成文化主主要強調(diào)調(diào)將任務(wù)務(wù)結(jié)構(gòu)化化。這要要求全面面的“知知識對象象”電子子知識庫庫，以方方便的重重復使用用外在知知識。如如AndersonConsulting、Ernst &Youngfortechnology和 執(zhí)行行ERPP

49、ersonalizationcanbethe mainemphasisforless structuredtasks.This requires intensiveperson-to-person contacts,emails, videoconferences, etc.tofacilitateexchangeoftacitknowledge.Examples-McKinsey,BCG,andBainforcustomizedcorporatestrategyconsulting.人性化主主要強調(diào)調(diào)任務(wù)的的非結(jié)構(gòu)構(gòu)性。這這要求加加強人與與人的交交流、電電子郵件件和視頻頻會議等等，以方方便內(nèi)

50、在在知識的的交換。如McKinsey、BCG和Bain forcustomized corporatestrategyconsulting.Codification（成文化）Knowledgeisextracted fromthe personwhodeveloped it,made independent of thatperson,andreused forvarious purposes知識從提提出者處處獲取，并獨立立于提出出者，重重復使用用于不同同的目的的CodificationErnst& Young（成文化Ernst& Young ）Ernst& Young executivesh

51、aveinvesteda lottomake surethatthecodification processworksefficientlyErnst& Young的決策者者進行了了大量投投資以保保證成文文化運作作有效進進行The250 peopleattheCenter forBusinessKnowledgemanage theelectronic repositoryand helpconsultantsfindanduse information商業(yè)知識識中心有有250名員工工，他們們管理電電子知識識庫以幫幫助顧問問尋找和和使用信信息Specialistswritereports an

52、danalysesthat manyteamscan use專家撰寫寫報告并并分析可可使用的的后續(xù)CodificationErnst& Young（成文化Ernst& Young ）續(xù)前Each of Ernst &Youngsmore than40practiceareashas astaffmember whohelpscodifyand store documentsErnst& Young在超過40個領(lǐng)領(lǐng)域有成成員，他他們幫助助成文、存檔Resultingareadatabasesare linkedthrough anetwork.結(jié)果域的的數(shù)據(jù)庫庫通過網(wǎng)網(wǎng)絡(luò)連接接Codificat

53、ionErnst& Young成文化Ernst& YoungRandall Love, an Ernst &Youngpartner,was preparinganimportantbid fora large industrialmanufacturerErnst& Young的合作伙伙伴Randall Love準備對一一個大的的工業(yè)制制造商的的投標計計劃Hesearchedtheelectronicknowledgemanagementrepository forrelevantknowledge它查找電電子知識識管理庫庫以尋找找相關(guān)知知識Hefoundandusedseveral pre

54、viouslydeveloped solutionstodevelop apresentation on theindustry找到并使使用以前前的幾個個解決方方案以完完成行業(yè)業(yè)介紹Healso found andused propositionsthat helpedhimestimatehow muchmoneythe clientwouldsave by implementingthesystem.同時，還還找到并并使用相相關(guān)資料料，以幫幫助預測測客戶使使用該系系統(tǒng)可節(jié)節(jié)省多少少錢后續(xù)CodificationErnst& Young成文化Ernst& Young續(xù)前Love wonthe

55、projectandclosed thesale intwomonthsinsteadofthetypicalfour to six在2個月月內(nèi)贏得得項目并并完成交交易，而而一般需需要4到到6個月月Healso found programming documents,technical specifications,trainingmaterials, andchangemanagementdocumentation in therepository which saved research anddevelopmenttime還在知識識庫中找找到了設(shè)設(shè)計文檔檔、技術(shù)術(shù)規(guī)格、培訓材材料和變變動

56、管理理文件，這便節(jié)節(jié)省了研研發(fā)時間間Codificationsavedthe teamand theclientonefullyearofwork成文化為為團隊和和客戶節(jié)節(jié)省了1年時間間Codification:CreatingValueforCustomers成文化：為客戶戶創(chuàng)造價價值Consultantsreuseexistingbrickswhileapplyingtheirskills to constructsomethingnew顧問在創(chuàng)創(chuàng)建新事事物時可可使用已已存在的的模塊Customerbenefitsbecause theconsultantscanbuildareliabl

57、e,high-quality information systemfasterand at abetter price thanothers by using workplans, software code, andsolutionsthathave beenfine-tunedandproven successful客戶也從從中獲益益，這是是由于顧顧問能建建立可靠靠的、高高質(zhì)的信信息系統(tǒng)統(tǒng)，且該該系統(tǒng)比比其他已已很好運運行或證證明成功功的工作作計劃、軟件程程序和其其他解決決方案更更快、更更廉價Codification: TurningaProfit成文化：帶來盈盈利Reuseofknowl

58、edgesaveswork,reducescommunicationscosts,and allowsa companytotakeonmore projects重復使用用知識可可簡化工工作、減減少通信信費用且且能使公公司承擔擔更多的的項目Firmssuch as Andersen Consultingand Ernst &Younghavebeen abletogrowatratesof20%ormoreinrecentyears象AndersenConsulting和Ernst& Young等公司近近些年都都以20或更更高的速速度增長長Codification-ManagingPeople

59、成文化管理員員工Ernst& Young andAndersenConsulting hireundergraduatesfromtopuniversities andtrainthem to developand implementchangeprogramsand information systemsErnst& Young和AndersenConsulting在在高校校雇傭大大學生，培訓他他們開發(fā)發(fā)和執(zhí)行行方案改改造和信信息系統(tǒng)統(tǒng)Usingtheknowledge managementrepository,the consultants workthroughscenariosdesi

60、gnedtoimprovebusinessprocesses顧問使用用知識管管理庫完完成方案案設(shè)計以以提高商商業(yè)運作作水平They areimplementers, notinventors他們是執(zhí)執(zhí)行者，不是發(fā)發(fā)明者CodificationNotjustforConsultants成文化不僅僅僅是給顧顧問的HealthCare AccessHealth（衛(wèi)生保健健AccessHealth）When someonecallsthe center,aregistered nurse usesthe companysclinicaldecisionarchitecturetoassessthe c