Module

KnowledgeManagement

知識管理

郭咸綱WilliamX.GUOOutlineofTopics（主題概要）Importanceofknowledgemanagement知識管理的重要性OriginandDefinition起源和定義Typesofknowledgeandmodesofknowledgecreation知識的類型和知識創造的方式Knowledgecreatingcompanies知識創造型公司Implementingknowledgemanagement實施知識管理Importanceofknowledgemanagement(KM)（知識管理的重要性）Knowledgeisaformofcapital.

知識是資本的一種形式Thesingledifferentiatorthatislikelytolastisinnovation,andtherawmaterialofinnovationisknowledge

如果將資本比喻成創新，那么知識就是創新使用的原料Knowledge+Creativity=Innovation知識＋創造＝創新Case--By1987,onlyfiveyearsafterCanonintroduceditsinnovativemini-copier–74%ofthecompany'srevenuescamefromitsbusinessmachinesdivision例：佳能公司推出袖珍復印機5年后的1987年，公司74％的收入來自商業機器分公司FormalKMisoriginatedinconsultingfirms真正的知識管理開始于咨詢公司Definition（定義）Knowledgemanagementistheprocessthathelpsorganizationsidentify,select,organize,andcaptureimportantinformationandexpertisewithintheorganizationanddisseminateittowhereveritisneededtoenhanceorganizationaleffectivenessandinnovativepotential.知識管理是協助組織識別、選擇、組織和獲取組織中的重要信息及專門技術的過程，并且將獲取的信息和專門技術應用到組織中，以提高組織效率和創新潛力ResearchonKnowledgeCreationpioneeredbyProfessorsNonacaandTakeuchiofJapan日本的Nonaca和Takeuchi教授是研究知識創造的先驅TypesofKnowledgeandModesofKnowledgeCreation知識類型和知識創造的方式TypesofKnowledge（知識的類型）Tacitknowledge--implicit,residesinexperts'heads,highlypersonal,difficulttocommunicate.

內在知識－隱藏、存在于專家的頭腦中，非常私人的、很難交流。Explicitknowledge--formal,systematic,codified,publiclyavailable,andcanbeeasilycommunicatedandshared.E.g.,Productspecifications,scientificformula,computerprograms.外在知識－正式、系統、成文、可用并且易于交流和共享。例如：產品規格、科學公式、計算機程序。UnderstandingTacitKnowledge

（理解內在知識）PhilosopherMichaelPolanyi:"Wecanknowmorethanwecantell.“哲學家MichaelPolanyi：”我們所知比所說要多。”Deeplyrootedinactionandinanindividual'scommitmenttoaspecificcontext行為和個人活動歸根究底有其原因Amastercraftsmanhasawealthofexpertise"athisfingertips“,butisoftenunabletoarticulatethescientificortechnicalprinciplesbehindwhatheknows一個熟練的工匠擁有很多專業技術“在他的指尖”，但他常常不能與蘊藏在其后的知識和技術原理相結合。[后續]UnderstandingTacitKnowledge

（理解內在知識）[續前]--Theactivitiesofaworkgrouporteam--一個工作團體或團隊的行為--Thekindofinformal,hard-to-pin-downskillscapturedintheterm"know-how.“--專門技術中非正式的、不受約束性技能的掌握Consistsofmentalmodels,beliefs,andperspectivessoingrainedthatwetakethemforgranted由智力模式、信念和觀念組成，是根深蒂固的、我們必須贊同的ModesofKnowledgeCreation

Tofrom

TacitKnowledge

ExplicitKnowledge

TacitKnowledgeSocializationExternalizationExplicitKnowledge

InternalizationCombinationSocialization(Personalization)

社會化（人性化）Fromtacittotacit從內在到內在Apprenticeshipandmentoring學徒和老師Jobrotationbetweendepartments部門間的工作輪換Cross-functionprojectteams項目組的職責交叉Internalization（（內在在化化））Fromexplicittotacit從外外在在到到內內在在Learningbydoing(afterformaltrainingandexplicitinstructions)從作作中中學學（（在在正正式式培培訓訓和和指指導導后后））Onthejobtraining在工工作作中中鍛鍛煉煉Combination（（聯合合））Externalization（（外在在化化））(Codification)（（成文文化化））(Articulation)（清清晰晰度度））Fromtacittoexplicit––processofcapturingandtransferringofexpertknowledge從內內在在到到外外在在－－獲獲取取和和轉轉化化專專門門知知識識的的過過程程Askexpertstodeveloprulesandprocessesbasedontheirowntacitknowledge要求求專專家家在在自自身身內內在在知知識識的的基基礎礎上上獲獲取取規規則則和和方方法法Knowledgeengineersorsystemsanalystsinterviewexpertsandextracttheirexpertise知識識工工程程師師和和系系統統分分析析師師會會見見專專家家并并吸吸取取他他們們的的技技術術[后續續]Externalization（（外在在化化））(Codification)（（成文文化化））(Articulation)（清清晰晰度度））[續前前]Employeesdocumentproblemsolvingprocessesandsolutionsonthejob員工工記記錄錄工工作作中中解解決決問問題題的的方方法法和和方方案案Communityofpractice(ontheInternet),chatgroups,etc.實踐踐社社區區（（在在Internet上））、、交交流流團團隊隊等等FourmodesofknowledgecreationatMatsushitaElectricCompanyMatsushita電力力公公司司的的四四種種知知識識創創造造模模式式IkukoTanakaapprenticedwithmasterbakertolearnhisskills（IkukoTanaka為熟練的的面包師師當學徒徒以學習習技能））ShetranslatedthesesecretsintoexplicitknowledgethatshecancommunicatetoherteammembersandothersatMatsushita（她將這些些秘密轉轉化成外外在知識識，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）Theteamthenstandardizedthisknowledge,puttingittogetherintoamanualorworkbookandembodyingitinaproduct（團隊將這這些知識識標準化化，集中中起來裝裝訂成冊冊，并應應用于產產品中））Throughtheexperienceofcreatinganewproduct,Tanakaandherteammembersenrichedtheirowntacitknowledgebase（（在開發新新產品的的過程中中，Tanaka和她的團團隊成員員不斷豐豐富他們們的內在在知識））Knowledge-creatingCompanies知識創造造型公司司MetaphorAnalogyModel比喻類推模型Toenlargethecreativespaceandtolinkcontradictorythingsandideasthroughmetaphor（通過比喻喻開拓創創造空間間和統一一矛盾事事務及觀觀點）Resolvethesecontradictionsthroughanalogy（通過類推推解決矛矛盾）Crystallizethecreatedconceptsandembodytheminamodel（明確創造造性觀念念并在模模型中具具體化））NewProductDevelopmentatHonda本田汽車車的新產產品開發發“Let’’sgamble””sloganinauguratedtheprocesswithateamofyoungengineersanddesigners,chargedwiththedevelopmentofanew-conceptcar,notacheaperversionofCivicandAccord.“Let’sgamble”開創了新新的理念念，讓年年輕的工工程師和和設計師師負責新新概念車車的開發發，而不不是那些些便宜的的大眾汽汽車和普普通汽車車。TeamleaderHirooWatanabecoinedanotherslogan-TheoryofAutomobileEvolution––toexpressanideal.團隊領導導HirooWatanabe提出另一一個口號號－汽車車發展推推測－以以表達一一種理想想[后續]NewProductDevelopmentatHonda本田汽車車的新產產品開發發[續前]Thisledtodiscussionanddebateandyetanotherslogan--Man-maximum,Machine-minimum.這些引發發了討論論和辯論論，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””HondaCityemerged.最后，革革命性的的“TallBoy”橫空出世世。MetaphorAnalogyModel比喻類推模型TheHondacaseshowshowJapanesecompaniesusefigurativelanguageandsymbolsinproductdevelopmentprocess（本田汽車車的例子子展示了了日本公公司在產產品開發發過程中中如何使使用比喻喻方式和和符號））AMetaphormayhavemultiplemeaningsorappearlogicallycontradictory,buthelptomergedifferentareasofexperiencewithinasingle,imageorsymbol.比喻可能能造成多多意或出出現邏輯輯矛盾，，但能將將不同領領域的經經驗統一一成一個個簡單、、形象和和符號的的。PhilosopherMaxBlack:“twoideasinonephrase“哲學家MaxBlack：：”一詞有二二意”[后續]MetaphorAnalogyModel比喻類推模型[續前]Peopleputtogetherwhattheyknowinnewwaysandbegintoexpresstacitknowledge--whattheyknowbutcannotyetsay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在在知識－－他們理理解但不不會表達達Effectiveinjumpstartingthecreativeprocessintheearlystagesofknowledgecreation在知識創創造的初初期高效效的開始始創造過過程Implications--SeniorExecutives’Vision暗示－高高級管理理人員的的想象Needstobeopen-endedandsusceptibletoavarietyofdifferentandevenconflictinginterpretations需要容許許幾種不不同甚至至是矛盾盾的解釋釋Givesemployeesandworkgroupsthefreedomandautonomytosettheirowngoals給予員工工和工作作團隊一一定的自自由和自自治權，，以達到到他們的的自身目目標Ifavisionistoounambiguous,itbecomesanorderanddonotfosterthehighdegreeofpersonalcommitmentonwhicheffectiveknowledgecreationdepends如果一個個想象太太明確，，它將成成為一個個規則，，阻止人人的創造造能力在在更深層層次上的的激發，，而這是是有效知知識創造造所依靠靠的ConceptualUmbrellaSharp--““Optoelectronics"todescribethemergingofmicroelectronicswithopticaltechnologiesSeniormanagerstookupthewordandmagnifieditsimpactfarbeyondtheR&DandengineeringdepartmentsinthecompanySharp––“光電子學學”是描描述微電電子學和和光學技技術的融融合，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--themetaphor"C&C"(for"computersandcommunications"),Categorizedthecompany'sknowledgebaseintermsofafewkeytechnologiesNEC--“C&C”（計算機和和通信）），采用用幾個關關鍵技術術術語對對公司知知識加以以分類Kao--““Surfaceactivescience“Guideditsdiversificationintoproductsrangingfromsoapdetergentstocosmeticstofloppydisks––allnaturalderivativesofKao'scoreknowledgebaseKao--““Surfaceactivescience“指導它的的產品多多樣化，，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-creationprocessthroughintuitionandlinkingconflictingimages比喻通過過直覺和和統一矛矛盾現象象觸發知知識創造造過程Thenextstepisanalogy,amorestructuredprocessofreconcilingcontradictions.下一步是是類推，，一個更更加結構構化的緩緩和矛盾盾的過程程Anintermediatestepbetweenpureimaginationandlogicalthinking純想象和和邏輯思思考的中中間一步步Whyisabeercanausefulanalogyforapersonalcopier?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？BeercanandCanonpersonalcopier啤酒罐和和佳能個個人復印印機Canonwasdevelopingarevolutionarymini-copierthatisreliable,easyandcheaptomake.佳能開發發了一種種微型復復印機－－可靠、、簡單且且造價低低廉Plantomakethephotosensitivecopierdrum(thesourceof90%ofallmaintenanceproblems)disposable計劃制造可隨隨意使用的感感光復印機鼓鼓Theteamwasdiscussingdesignproblemsoversomedrinks開發團隊基于于一些飲料討討論設計問題題[后續]BeercanandCanonpersonalcopier啤酒罐和佳能能個人復印機機[續前]Tanaka(theteamleader)heldoneofthebeercansandwonderedaloud,"Howmuchdoesitcosttomanufacturethiscan?“Tanaka（團隊領導）拿拿著一個啤酒酒罐，驚異的的叫道：“制制造這個易拉拉罐的成本是是多少？”Thequestionledtheteamtospeculatewhetherthesameprocessformakinganaluminumbeercouldbeappliedtothemanufactureofanaluminumcopierdrum這個問題引發發了團隊的思思索，能否象象制造鋁啤酒酒罐一樣制造造鋁復印機鼓鼓MetaphorAnalogyModel比喻類推模型Thelaststepintheknowledge-creationprocess知識創造的最最后一步Moreimmediatelyconceivablethanametaphororananalogy比比喻和類推推更直接想到到Contradictionsgetresolvedandconceptsbecometransferablethroughconsistentandsystematiclogic通過協調和系系統邏輯，矛矛盾可以解決決、概念可以以轉化Makestheknowledgeavailabletotherestofthecompany使得知識對于于公司的其他他地方是可利利用的Developinglow-costdisposablecopierdrumresultedinnewtechnologiesforotherofficeproductssuchasmicrofilmreadersandlaserprinters開發低成本的的可隨意使用用的復印機鼓鼓，為其他辦辦公產品引入入了一種新技技術，如縮影影膠片閱讀器器和激光打印印機By1987–onlyfiveyearsafterthemini-copierwasintroduced–74%ofCanon'srevenuescamefromitsbusinessmachinesdivision1987年，微型復印印機開發后的的5年后，佳佳能74％的的收入來自商商業機器分公公司Prooftheknowledgeisaformofcapital.證明了知識是是資本的一種種形式StrategicImpactofKnowledgeCreationatCanon佳能知識創造造的戰略影響響CreatingknowledgeinOrganizationsviaRedundancy通過冗余在組組織中創造知知識Thefundamentalprincipleoforganizationaldesigninknowledge-creatingcompaniesisredundancyinknowledge-creatingresponsibilities.知識創造型公公司的組織設設計的基本原原則是知識創創造職責的冗冗余AtCanon,ateamisdividedintocompetinggroupstodevelopavarietyofapproachesandperspectives-principleofinternalcompetition.在佳能，一一個團隊分分成兩個互互相競爭組組，按不同同的方法和和觀點發展展－內部競競爭法則Maybewastefulintheshortrun,butnewideasproliferateandtheorganization'sknowledge-creatingabilityisaccelerated.這可能在短短期內造成成浪費，但但能帶來新新的想法并并增強組織織的知識創創造能力StrategicJobRotation戰略崗位輪輪換Asecondwaytobuildredundancytohelpemployeesunderstandthebusinessfrommultipleperspectives建立冗余機機制的第二二種方法可可幫助員工工從不同的的角度理解解公司Makesorganizationalknowledgemore"fluid"andeasiertoputintopractice使組織的知知識更具有有“流動性性”，更容容易付于實實施AtKaoCorporation,aJapaneseconsumer-productsmanufacturer,employeesareexpectedtoholdatleastthreedifferentjobsinanygiventen-yearperiodKao公司，一家家日本的消消費品制造造企業，它它的員工總總被期望在在任意10年中至少少從事三份份不同的工工作Researchersoften"retire"fromtheR&Ddepartmentbytheageof40inordertotransfertootherdepartmentssuchasmarketing,sales,orproduction研究人員一一般在40歲時從R&D退休，.投投向其他部部門，如市市場、銷售售和產品FreeAccessofInformation自由訪問信信息Athirdwaytobuildredundancy建立冗余的的第三種方方法Wheninformationdifferentialsexist,membersofanorganizationcannolongerinteractonequalterms,whichhindersthesearchfordifferentinterpretationsofnewknowledge當不同信息息存在時，，組織成員員將不再受受相當條件件的制約，，這些條件件是阻止搜搜索新知識識的不同解解釋的Kaodoesnotlimitaccesstoinformationamongemployees.Allcompanyinformation(withtheexceptionofpersonneldata)isstoredinasingleintegrateddatabase,opentoanyemployeeregardlessofpositionKao在公司員工工中不對信信息訪問加加以限制。。公司的所所有信息（（個人數據據除外）都都存放在一一個獨立的的完整數據據庫中，并并對公司的的所有員工工開放，而而不論其職職位Knowledge-creatingRoles（（知識創造的的角色）Creatingnewknowledgeistheproductofadynamicinteractionamongthreeroles創造新知識識是三種角角色動態交交互的結果果Frontlineemployeesareoftencaughtupintheirownnarrowperspectiveandlosesightofthebroadercontext前線員工常常為他們自自己的狹隘隘看法所迷迷惑，而失失去對全局局的把握Seniormanagersarticulatemetaphors,symbols,andconceptualumbrellathatorienttheknowledge-creatingactivitiesofemployees.Theyjudgeandtestthevalueofnewknowledgecreatedandaskbroadquestions:高級管理人人員結合比比喻、象征征和概念傘傘，以確定定員工知識識創造的方方向。他們們判斷并檢檢驗新知識識創造的價價值并提出出更廣泛的的問題：Whatarewetryingtolearn?（（我們將要學學什么？））Whatdoweneedtoknow?（（我們需要知知道什么?）MiddleManagersandTeams

(中層管理人人員和團隊隊)Middlemanagersprovideaconceptualframeworkthathelpsfrontlineemployeestomakesenseofthechaoticmarketsignals中層管理人人員提供一一個概念框框架，以幫幫助前線員員工搞清混混亂市場信信息的意思思。Teamsplayacentralroleinknowledgecreationasitsmemberscreatediversepointsofviewsandthenintegrateintoanewcollectiveperspective.團隊在知識識創造過程程中起了核核心的作用用，當成員員提出不同同觀點時，，它便綜合合所有成一一個新的綜綜合觀點。。[后續]MiddleManagersandTeams

(中層管理人人員和團隊隊)[續前]Teamleadersaretypicallymiddlemanagerswhosynthesizethetacitknowledgeofbothfrontlineemployeesandseniorexecutives,makeitexplicit,andincorporateitintonewtechnologiesandproducts團隊領導是是典型的中中層管理人人員，他們們綜合前線線員工和高高級管理人人員的內在在知識，使使其外在化化，并將其其融合入新新產品和技技術中。Theyarethetrue"knowledgeengineers"oftheknowledge-creatingcompany他們是知識識創造型公公司真正的的“知識工工程師”。。Implementingknowledgemanagement(KM)執行知識管管理Implementingknowledgemanagement(KM)執行知識管管理Knowledgemanagementconcepts（知識管理的的概念）PreparationforKMinitiatives（知識管理的的初始準備備）Knowledgemanagementstrategy（知識管理戰戰略）ElementsofKMpractice（知識管理實實踐的基礎礎）KMtechnologies（知識管理技技術）Casestudies（（示例學習））KnowledgeManagementConcepts（知識管理的的概念）Organizationallearning-Creationofnewstandardoperatingproceduresandbusinessprocessesthatreflectsorganizations’’experiences組織學習－－建立反映映組織經歷歷的新的標標準化運作作程序和商商業過程Knowledgemanagement-Thesetofprocessesdevelopedinanorganizationtocreates,gathers,stores,maintains,anddisseminatesknowledge知識管理－－在組織中中發展的商商業程序是是為了建立立、聚集、、存儲、維維護和傳播播知識[后續]KnowledgeManagementConcepts（知識管理的的概念）[續前]BestPractices--Successfulsolutionsorproblem-solvingmethodsdevelopedbyspecificorganizationorindustry最好的實踐踐－由專門門的組織或或行業提出出的成功解解答或解決決問題的方方法OrganizationalMemory--Storedlearningfromorganization’shistorythatcanbeusedfordecisionmakingandotherpurposes組織存儲－－存儲從組組織歷史中中獲取的知知識，對決決策制定和和其他活動動都是有用用的PreparationStepsforKMInitiatives知識管理初初始準備的的步驟1)AppointachiefknowledgeofficerandcreateaKMstrategythatislinkedtocorporatestrategicobjectives.任命一個首首席知識官官員并建立立一個知識識管理戰略略是與公司司戰略目標標相關的2)DeployKMtechnologicalinfrastructuretoenabletheprocessofcreating,sharinganddisseminatingknowledge.配置知識管管理技術的的下部組織織能夠建立立、共享和和傳播知識識3)StrengthentopmanagementcommitmentbyshowingthemsuccessfulKMpracticeinothercompanies.通過展現其其他公司成成功的知識識管理經驗驗加強高層層管理4)Developacultureandrewardsystemoftrustandlearningtofostercollaborationandinnovation.Makeemployeesfeelcomfortablesharingknowledge建立信任的的文化氛圍圍及回報系系統，培養養協作和創創新。使員員工感覺到到知識共享享的好處。。KnowledgeManagementStrategy知識管理戰戰略Drivenbycompany'scompetitivestrategy由公司競爭爭戰略驅動動Howitcreatesvalueforcustomers（怎樣為顧客客創造價值值）Howthatvaluesupportsaneconomicmodel（價值如何支支持經濟模模型）Howthecompany‘speopledeliveronthevalueandtheeconomics（（公司的人們們如何實現現價值）Somecompaniesautomateknowledgemanagement(Codification)一些公司實實行自動知知識管理Othersrelyontheirpeopletoshareknowledgethroughmoretraditionalmeans(Personalization)另一些公司司通過傳統統方式，依依靠他們的的員工共享享知識DifferentKnowledgeManagementStrategies不同的知識識管理戰略略Codificationcanbethemainemphasisformorestructuredtasks.Thisrequirescomprehensiveelectronicrepositoryof““knowledgeobjects”tofacilitatereuseofexplicitknowledge.Examples––AndersonConsultingandErnst&YoungfortechnologyandERPimplementation.成文化主要要強調將任任務結構化化。這要求求全面的““知識對象象”電子知知識庫，以以方便的重重復使用外外在知識。。如－AndersonConsulting、Ernst&Youngfortechnology和執行ERPPersonalizationcanbethemainemphasisforlessstructuredtasks.Thisrequiresintensiveperson-to-personcontacts,emails,videoconferences,etc.tofacilitateexchangeoftacitknowledge.Examples--McKinsey,BCG,andBainforcustomizedcorporatestrategyconsulting.人性性化化主主要要強強調調任任務務的的非非結結構構性性。。這這要要求求加加強強人人與與人人的的交交流流、、電電子子郵郵件件和和視視頻頻會會議議等等，，以以方方便便內內在在知知識識的的交交換換。。如如－－McKinsey、、BCG和Bainforcustomizedcorporatestrategyconsulting.Codification（（成文文化化））Knowledgeisextractedfromthepersonwhodevelopedit,madeindependentofthatperson,andreusedforvariouspurposes知識識從從提提出出者者處處獲獲取取，，并并獨獨立立于于提提出出者者，，重重復復使使用用于于不不同同的的目目的的Codification––Ernst&Young（（成文文化化––Ernst&Young））Ernst&YoungexecutiveshaveinvestedalottomakesurethatthecodificationprocessworksefficientlyErnst&Young的決決策策者者進進行行了了大大量量投投資資以以保保證證成成文文化化運運作作有有效效進進行行The250peopleattheCenterforBusinessKnowledgemanagetheelectronicrepositoryandhelpconsultantsfindanduseinformation商業業知知識識中中心心有有250名名員員工工，，他他們們管管理理電電子子知知識識庫庫以以幫幫助助顧顧問問尋尋找找和和使使用用信信息息Specialistswritereportsandanalysesthatmanyteamscanuse專家家撰撰寫寫報報告告并并分分析析可可使使用用的的[后續續]Codification––Ernst&Young（（成文文化化––Ernst&Young））[續前前]EachofErnst&Young'smorethan40practiceareashasastaffmemberwhohelpscodifyandstoredocumentsErnst&Young在超超過過40個個領領域域有有成成員員，，他他們們幫幫助助成成文文、、存存檔檔Resultingareadatabasesarelinkedthroughanetwork.結果果域域的的數數據據庫庫通通過過網網絡絡連連接接Codification––Ernst&Young成文文化化––Ernst&YoungRandallLove,anErnst&Youngpartner,waspreparinganimportantbidforalargeindustrialmanufacturerErnst&Young的合合作作伙伙伴伴RandallLove準備備對對一一個個大大的的工工業業制制造造商商的的投投標標計計劃劃Hesearchedtheelectronicknowledgemanagementrepositoryforrelevantknowledge它查查找找電電子子知知識識管管理理庫庫以以尋尋找找相相關關知知識識Hefoundandusedseveralpreviouslydevelopedsolutionstodevelopapresentationontheindustry找到并使用以以前的幾個解解決方案以完完成行業介紹紹Healsofoundandusedpropositionsthathelpedhimestimatehowmuchmoneytheclientwouldsavebyimplementingthesystem.同時，還找到到并使用相關關資料，以幫幫助預測客戶戶使用該系統統可節省多少少錢[后續]Codification–Ernst&Young成文化–Ernst&Young[續前]Lovewontheprojectandclosedthesaleintwomonthsinsteadofthetypicalfourtosix在2個月內贏贏得項目并完完成交易，而而一般需要4到6個月Healsofoundprogrammingdocuments,technicalspecifications,trainingmaterials,andchangemanagementdocumentationintherepositorywhichsavedresearchanddevelopmenttime還在知識庫中中找到了設計計文檔、技術術規格、培訓訓材料和變動動管理文件，，這便節省了了研發時間Codificationsavedtheteamandtheclientonefullyearofwork成文化為團隊隊和客戶節省省了1年時間間Codification:

CreatingValueforCustomers成文化：為客客戶創造價值值Consultantsreuseexistingbrickswhileapplyingtheirskillstoconstructsomethingnew顧問在創建新新事物時可使使用已存在的的模塊Customerbenefitsbecausetheconsultantscanbuildareliable,high-qualityinformationsystemfasterandatabetterpricethanothersbyusingworkplans,softwarecode,andsolutionsthathavebeenfine-tunedandprovensuccessful客戶也從中獲獲益，這是由由于顧問能建建立可靠的、、高質的信息息系統，且該該系統比其他他已很好運行行或證明成功功的工作計劃劃、軟件程序序和其他解決決方案更快、、更廉價Codification:TurningaProfit成文化：帶來來盈利Reuseofknowledgesaveswork,reducescommunicationscosts,andallowsacompanytotakeonmoreprojects－重復使用知識識可簡化工作作、減少通信信費用且能使使公司承擔更更多的項目FirmssuchasAndersenConsultingandErnst&Younghavebeenabletogrowatratesof20%ormoreinrecentyears象AndersenConsulting和Ernst&Young等公司近些年年都以20％％或更高的速速度增長Codification--ManagingPeople成文化－管理理員工Ernst&YoungandAndersenConsultinghireundergraduatesfromtopuniversitiesandtrainthemtodevelopandimplementchangeprogramsandinformationsystemsErnst&Young和AndersenConsulting在在高校雇傭傭大學生，培培訓他們開發發和執行方案案改造和信息息系統Usingtheknowledgemanagementrepository,theconsultantsworkthroughscenariosdesignedtoimprovebusinessprocesses顧問使用知識識管理庫完成成方案設計以以提高商業運運作水平Theyareimplementers,notinventors他們是執行者者，不是發明明者Codification–NotjustforConsultants成文化－不僅僅僅是給顧問問的HealthCare–AccessHealth（衛生保健－AccessHealth）Whensomeonecallsthecenter,aregisterednurseusesthecompany's"clinicaldecisionarchitecture"toassessthecaller'ssymptoms,ruleoutpossibleconditions,andrecommendahomeremedy,doctor'svisit,oremergencyroomtrip當有人向中心心呼救，護士士便根據“臨臨床診斷體系系”診斷呼救救者癥狀，排排除可能的病病癥，并推薦薦家庭治療、、醫師診斷或或急救Theknowledgerepositorycontainsalgorithmsofthesymptomsofmorethan500illnesses知識庫包含超超過500種種病的癥狀情情況Thefirst300algorithmsthatAccessHealthdevelopedhaveeachbeenusedanaverageof8,000timesperyear前300種每每年被使用超超過8000次CodificationatDellDell的文化Directsaleofmade-to-orderinexpensivePCs--StrategyInvestedinaknowledgemanagementsystemwithanelectronicrepositorythatspecifyendlessconfigurations.Customerschooseconfigurationsfromamenu,suppliersprovidecomponentsbasedontheirorders,andmanufacturingretrievesordersfromthesystemandschedulesassemblyDelldoesnotdeliverhighlycustomizedorders,anditraisesitspricesconsiderablyfororderswithspecialcomponents.InI997,Dellshipped11millionPCs.Thosesystemswereputtogetherfrom40,000possibleconfigurations(competitorstypicallyofferonlyabout100configurations),Eachconfigurationwasusedonaverage275timesThatlevelofreuseallowsDelltoloweritscostsandchargelessthanthecompetitionThisknowledgereusemodelhelpedthecompanytogrowrevenues83%annuallyoverthelastfouryearsPersonalization人性化Focusondialoguebetweenindividuals,notknowledgeobjectsinadatabase注重人人之間間的對對話，，而不不是數數據庫庫中的的知識識對象象Knowledgeissharednotonlyface-to-facebutalsooverthetelephone,bye-mail,andviavideoconferences知識是是共享享的，，不僅僅是面面對面面的，，也通通過電電話、、電子子郵件件和視視頻會會議Knowledgethathasnotbeencodifiedandprobablycouldn'tbetransferred知識并并非成成文化化且可可能不不能被被轉化化Personalization-BainMarciaBlenkohadastrategyproblemforalargeBritishfinancialinstitutionRequiredgeographicandproduct-lineexpertise,abroadunderstandingoftheindustry,andalargedoseofcreativethinkingBlenkoknewseveralpartnerswithrelevantexpertiseSheleftvoicemailmessageswiththemandcheckedBain's"peoplefinder"databaseformorecontactsSheconnectedwithninepartnersandseveralmanagerswhohaddevelopedgrowthstrategiesforfinancialservicesinstitutionsShemetwithagroupoftheminEurope,hadvideoconferenceswithothersfromSingaporeandSydney,andattendedameetingofthefinancialservicespracticeinBostonSomecolleaguesbecameongoingadvisers,andoneoftheAsianmanagerswasassignedfulltimetothecaseteamForthenextfourmonths,Blenkoandherteamconsultedwithexpertpartnersregularlyinmeetingsandthroughphonecallsande-mailIntheprocessofdevelopingauniquegrowthstrategy,theteamtappedintoaworldwidenetworkofcolleagues'experiencePersonalization:CreatingValueforCustomers人性化化：為為客戶戶創造造價值值Problemsdon'thaveclearsolutionsattheoutset問題在在開始始沒有有清楚楚的解解決方方法Consultantsseekadvicefromcolleaguestodeepentheirunderstandingoftheissues顧問在在同事事之間間尋求求建議議以加加深他他們對對問題題的了了解Theycreateahighlycustomizedsolutiontoauniqueproblem他們對對特定定的問問題給給出特特定的的解決決方案案Offerclientsadvicethatisrichintacitknowledge為客戶戶提供供富含含內在在知識識的建建議Clients'problemsaredifficultandoneofakind客戶的的問題題是很很難解解決的的且是是個不不相同同的Personalization––TurningaProfit人性化化－帶帶來盈盈利Reliesonthelogicof““experteconomics””信奉“experteconomics”Knowledgesharingistimeconsuming,expensive,andslow知識共共享是是費時時、昂昂貴和和遲鈍鈍的Consultantscanchargehighfeesfortheirservices顧問能能從服服務中中獲取取高額額酬金金Growthisslow增長是是緩慢慢的Personalization––ManagingPeople人性化化－管管理員員工inventorsMcKinsey、、BCG和Bainhiretop-tierM.B.A.的畢業業生將將成為為發明明家Thesefirmsalsowantpeoplewhowillbeabletousetheperson-to-personknowledge-sharingapproacheffectivelyTheyrecruitwithextraordinarycarePartnersandseniorconsultantsinterviewacandidatesixtoeighttimesbeforemakingajobofferAtBain,1outof60applicantsgetsanofferMostimportanttrainingcomesfromworkingwithexperiencedconsultantswhoactasmentorsPersonalization:MemorialSloan-KetteringCancerCenterProvidesthebest,mostcustomizedadvice,andtreatmenttocancerpatientsAvarietyofexpertsconsultsoneachpatient'scaseManagingtheexperts'collaborationis,inessence,managingthecenter'sknowledgeEmployeesworktogetherin17disease-specificteamsTomakeperson-to-personcommunicationeasy,ateam'smembersarealllocatedinthesameareaofthehospital.Eachteamhasseveralface-to-facemeetingsperweekthateveryoneattends.Meetingscoverbasicscienceinitiatives,clinicalfindings,patientcare,andongoingresearchHumanresourcepolicyalignedwithknowledgemanagementstrategyTopcliniciansareattractedbythecenter'sstate-of-the-arttechnology,excellentreputation,andsalariesthatplacetheminthe95%percentileJuniorpeoplearehiredfromtopuniversityresidencyprogramsandtrainedasfellowsHiressenior,nationallyrecognizedclinicianswhooftenbringteamsofpeoplewiththemPersonalization––Hewlett-PackardHP’sbusinessstrategyistodevelopinnovativeproductsTechnicalknowledgemustgettransferredtoproductdevelopmentteamsinatimelywayThecompanychannelssuchknowledgethroughperson-to-personexchanges.Engineersroutinelyusecompany'splanestovisitotherdivisionsandshareideasonnewproductsTravelareencouraged,andbudgetsarenotrestrictedThecompanymanageseffectiveperson-to-personknowledgesharingWith20,000employees,HPdwarfsthelargestconsultingcompany,AndersenConsulting,whichhasabout60,000peopleDon’tStraddle不要同時使使用兩種策策略Mostknowledgeconsultingfirmsuseboth許多知識咨咨詢公司同同時使用兩兩種codificationandpersonalizationtosomeextent在某種程度度上是成文文化和人性性化的Mosteffectivefirms,however,concentrateononemethodandusetheotherinasupportrole然而，許多多公司注重重一種方法法，同時用用另一種方方法加以輔輔助Executiveswhotrytoexcelatbothstrategiesriskfailingatboth希望同時使使用兩種戰戰略的決策策者要承擔擔兩份風險險Managementconsultingfirmshaverunintoserioustroublewhentheyfailedtostickwithoneapproach如果管理咨咨詢公司不不能堅持使使用一種方方法，它將將陷入很大大的麻煩中中