Standardized management refers to a management system based on compliance with external standards (laws, regulations or other relevant rules) and internal standards (cultural concepts promoted by the enterprise).
One, standardization is the foundation and pillar of enterprise management
Two, standardization is an effective basis for enterprises to carry out management innovation and technological innovation
Three, standardization is a powerful guarantee for enterprises to improve economic efficiency
Standardization of management has become an important part of modern enterprise management, and it is increasingly playing a pivotal role in enterprise management. role. Enterprises must pay attention to standardization, the use of standardization, give full play to the role of standardization, so that enterprises to achieve standardization, scientific management, for enterprises to obtain the maximum economic benefits to provide protection.
References:
China National Standards Consulting Service Network
Composition and development of the enterprise knowledge management system [Bookmark this page] [Print] [Recommended] [Error] Author: Li Dong 2005-05-31 Content navigation: Knowledge Management do not do not look at the ... Page 1: Knowledge management do not do not look useful "flower ... Page 2: To plan and design according to the needs of the enterprise business Rising Antivirus 08 set of 1 year free
IT168 Editor's Note knowledge management helps enterprises from the existing data to mine useful knowledge, enhance the enterprise's business intelligence, and help to discover and cultivate new ideas and thinking. In the past, the value of an enterprise basically depended on its book value, but the arrival of knowledge management has revolutionized the perception of enterprise value. The fact that more and more enterprises have market capitalization far greater than their book value indicates that in the new economic era, the real value of an enterprise is no longer just the net value of shareholders' equity on the balance sheet, but should be coupled with the enhancement of the enterprise's intangible assets. And knowledge management in the enterprise value enhancement, undoubtedly plays an important role.
The implementation of knowledge management in the enterprise, not only need to understand the concept of knowledge management staff, but also through the knowledge management system to make it a reality. How to realize the enterprise's knowledge management system is often an important issue of concern to corporate knowledge executives and senior leaders. In recent years, due to advances in information technology and the emergence of a large number of IT products, many IT vendors have now launched their own knowledge management system development platform, many people believe that knowledge management system is a ready-made software package that can be bought and used. However, the current knowledge management development platform of these IT vendors are only to provide a tool that can be further developed to realize the enterprise's knowledge management system, not only to master these tools, but also to have a clear understanding of the system they will be designed. At the same time, it is also necessary to know what path to take in order to reduce the probability of failure and effectively complete the planned knowledge management system.
How to be a good CKO
An enterprise knowledge management system is an integrated, multi-functional information system developed according to the nature of the business and knowledge characteristics of the enterprise. Like ERP, before the development and introduction of this system, the enterprise's knowledge director or CKO (Chief Knowledge Officer) should analyze and organize the enterprise's knowledge resources as well as knowledge-based work, and plan the enterprise knowledge system as a whole. So, how should an enterprise knowledge director do this work?
First of all, it should clearly define the users of the knowledge management system in the enterprise is what people, their specific requirements are. Users of the knowledge management system should be able to define knowledge through the system, knowledge discovery, integration of numerous knowledge sources inside and outside the enterprise; and through the system to classify and organize information. The planning of a knowledge management system must be people-centered and not centered on literal knowledge. As Tiwana, the guru of knowledge management, said, "A good knowledge management system is designed around people."
Second, know what knowledge resources the organization has. In this regard many studies have proposed ways to categorize knowledge resources. For example, Petrash's framework proposes that an enterprise's knowledge resources can be divided into five types: employee knowledge or human capital, customer or client capital, organizational business processes, organizational structure, and organizational culture. The latter three types of knowledge resources are in turn seen as organizational capital.
Three Characteristics of a System
In terms of the composition of the system, the increasing number of technological possibilities should be carefully considered. The function of the software module is not the more the better, should be carefully considered and screened, so that the system has three characteristics: practicality, friendliness and expandability. The so-called practicality is to ensure that employees can benefit from the use of the knowledge system, rather than providing the enterprise with a "vase" that is not useful. The so-called friendliness, that is, the system should be easy to use, easy to learn, the user is not afraid of the system, is an important condition of the system can be quickly promoted. The so-called scalability, that is, the system should be able to adapt to changes in business. Knowledge management systems tend to expand as the needs of the enterprise increase. It needs to be able to grow with the business it supports. In system design, it often starts with a core requirement and gradually expands its size and functionality.
Based on the above considerations, a knowledge management system provides a variety of functions for knowledge management based on a combination of its modules. In the actual application, some enterprises focus on the realization of inter-individual knowledge **** enjoyment, so the knowledge management system needs to have good knowledge organization and knowledge dissemination capabilities; some enterprises focus on synergistic knowledge work, through the collision of sparks of ideas to generate new knowledge. Some companies focus on the capture, operation and positioning of knowledge, focusing on knowledge-related information management; others focus on the construction and development of intellectual capital, to provide free, unrestricted, simple and easy to implement the dialogue function, in order to improve the effectiveness of knowledge activities in the enterprise; there are also some companies focus on the creation of a learning environment, which allows employees to maintain new knowledge
Basic Uses of the System
Basic Uses of the System
Basic Uses of the System
Basic Uses of the System
Basic use of the systemAn enterprise's knowledge management system can take many forms and use many tools. The key is to plan and design it according to the needs of the enterprise's business. As shown in the figure represents the basic uses of a knowledge management system, these basic functions can be realized through the organic combination of knowledge management tools in the table. Please note that what is listed here is only the application-oriented functions and modules of the knowledge management system, an actual system, there are bound to be many other software, such as security management, middleware, unified user interface and so on. For these functions that are closely related to the application system, a multi-level conceptual framework can be used to integrate them.
Implementation with RDI
Finally, the implementation of a knowledge management system, is also a complex process. Traditional information systems development methods such as waterfall and prototyping have considerable limitations for the development of knowledge management systems. The current better is the result-driven incremental development method (RDI). The most obvious benefit of RDI over traditional methods is that the benefits of the KMS can be realized more quickly. The experience of companies that have adopted this approach shows that the RDI approach accelerates not only the realization of explicit benefits, but also the realization of the full range of overall benefits. In addition, it can significantly reduce the overall implementation time of a project. Because each step of implementation is specific and clear, and failures can be corrected as soon as the step is completed, the likelihood that the project will actually be completed increases.
An important aspect of development using the RDI methodology is how the development process is phased. Consider the following five points of view:
1, goal-driven decision support: in the entire process of system implementation, should consider the business effectiveness and the ultimate goal to make each decision. For example, before the start of each step in the implementation of the knowledge management system, it should be clear that the stage is expected to achieve the effectiveness and results of the project.
2, incremental but separate effectiveness: the implementation process is broken down into a series of non-duplicative incremental processes, each step must be able to produce measurable benefits and progress. Even when there are no further increments to be implemented.
3. Clear and unambiguous software measurements and organizational measurements must be outlined in all phases: Each incremental step must complete all the work needed to achieve a subset of the goals. This means that in order to make the developed software functions can be run, which must be made at the same time in the management, process and measurement of the necessary changes. Appropriate corporate policies must also be included in the system deployment plan to encourage employees to integrate themselves into the system.
4. Intensive implementation schedule: Each incremental step must be planned to ensure that it can be completed in a short period of time. Depending on the complexity of the entire project, usually the time to complete an incremental step should be controlled in the range of two weeks to three months.
5. Continuously use the results to drive progress: the results of each incremental step must be used as a basis for subsequent steps to adjust and calibrate for possible defects.
Points to note in the development process
During the development process, it is important to keep in mind that any knowledge management technology must be tightly integrated with business management, and must not simply introduce a certain technology. A Chicago-based nutraceutical development company began the development of their knowledge management system with a web-based community of analysts comprised of market and corporate strategy analysts. By using this pilot implementation project, the company identified areas where problems could arise when implementing a large-scale enterprise-wide knowledge management system. Using this community project as an initial result, they eventually evolved into a large-scale enterprise knowledge*** sharing network based on a knowledge server. This pilot implementation project led the company to realize that 75% of what was going on was people, process, and culture, whereas the technical issues were the easy fixes, accounting for only 25%.
IT168 Editor's Note: If you have something to say about this article or any solution/successful case or other content in this channel, 欢迎您将观点发送邮件至57@it168.com, at the same time, you can also log into the channel's information technology forum to express your point of view, we will choose to adopt the wonderful point of view and to give a certain amount of fee in return.