With the rapid development of knowledge economy, enterprises must clearly realize that knowledge is the most valuable property of enterprises, and knowledge management is a sharp weapon for enterprises to win in the competition. Many enterprises have the following situations: with the continuous expansion of enterprise scale, all kinds of knowledge (information, skills, experience, summary) owned by enterprises have become more and more scattered and difficult to manage; The loss of employees who have mastered key knowledge has brought amazing losses to enterprises, which has seriously limited their reaction ability and innovation ability.
The establishment of knowledge management system will help enterprises to solve the above problems. Knowledge management mainly solves two kinds of problems. First, cultivate and form the environment, mechanism and people for the continuous export of new knowledge; The second is to sort out the existing knowledge and constantly create new values.
The key to landing
About knowledge management, the theoretical circle can be roughly divided into three categories: technical school, behavioral school and comprehensive school. Technical schools emphasize knowledge management in information management; Behaviorism school focuses on human management in knowledge management; Comprehensive schools combine the two to enhance the adaptability of organizations to the environment.
The author believes that the essence of knowledge management is a management concept and method that permeates strategic management, that is, using organizational wisdom to create value, emphasizing the systematic management and orderly allocation of knowledge assets, cultivating the environment and people for accumulation and sharing, and finally improving the innovation ability and rapid response ability of enterprises. Knowledge management is somewhat similar to ITIL, which does not provide specific implementation methods, but provides a guiding framework for the internal process structure, roles and responsibilities of IT departments.
The key knowledge activities in the process of knowledge management mainly include: knowledge identification, creation, storage, sharing and utilization. Knowledge management system is built around these activities. The successful introduction and implementation of knowledge management is to establish a knowledge management process under the guidance of knowledge management concepts, flexibly apply various methods and tools in combination with the actual situation of enterprises, effectively carry out key knowledge activities, and achieve the goal of knowledge management.
Then, how to make knowledge management better run through the whole process of the enterprise and implement it in the daily work of employees? In practice, the author realizes that the following points are very important:
1. Take knowledge management as a project, and the project management throughout is the guarantee for the success of the knowledge management project.
2. In order to ensure the successful implementation of knowledge management projects, it is necessary to establish a set of systematic, perfect and feasible knowledge management processes, including knowledge management strategic planning, knowledge management system planning and knowledge management implementation guarantee.
3. The chief person in charge of the knowledge management project must hold a post at the top of the company, so that it is possible to coordinate all resources, mobilize all employees of the company to participate and promote the development of the knowledge management project.
4. Get support from all levels of the company in terms of convenient construction, quick effect and low investment.
5. The implementation of knowledge management focuses on understanding and applying the concepts and methods of knowledge management, rather than pursuing a complete system and form.
6. Knowledge management should be actively and naturally integrated into the daily work of employees, rather than increasing the burden and pressure.
Formulation of strategy
The first step to implement knowledge management is to formulate a knowledge management strategy. In order to do this work well, we must first analyze the background of introducing knowledge management into enterprises; Secondly, understand the positioning and development strategy of enterprises, and form the goals and strategies of knowledge management.
For example, the strategic goal of the author's company is to provide users with satisfactory IT application services with the highest efficiency and the lowest cost. In order to ensure the rapid expansion of the company's R&D center, an efficient and standardized team can still be established to support the company's business development, and knowledge management is essential. In view of this, we have formulated the following strategic objectives of knowledge management: to make the knowledge management platform a right-hand man for management decision-making, a close partner for employee growth, and a warehouse for the company's knowledge assets.
It is only the first step to formulate the strategy of knowledge management, and more importantly, to implement it, which requires determining the specific strategy and short-term planning for implementing knowledge management. Different enterprise knowledge management implementation strategies are different, which can be roughly divided into two ways:
● Bottom-up, people-oriented, step by step from point to surface;
● Top-down, enterprise information system as the leading factor, fully rolled out.
Due to the rapid expansion of the R&D center of my company, the technical staff establishment is out of touch with the business development, and the structural information of the company's business system is missing, so we choose the first strategy, that is, the implementation strategy of strengthening the concept, running in small steps and paying attention to actual results. On this basis, detailed short-term planning is determined, including tasks, objectives and completion time of each stage.
systems organization
Knowledge management system is the guarantee for the implementation of knowledge management strategy. We divide knowledge management system into knowledge identification, knowledge creation, knowledge storage, knowledge sharing and knowledge utilization.
1. Cognitive knowledge
The main work of knowledge identification is to define and classify knowledge on the basis of understanding knowledge requirements. Knowledge has different forms, contents and types, so it is not easy to define and classify knowledge. In practice, we sort out the knowledge system and define and classify knowledge according to the knowledge demand, with the help of knowledge map tools and product development process.
Through interviews and questionnaires, it is preliminarily known that the company's knowledge needs include: sharing technology, templates, standardization system, experience and lessons, methodology, project summary and so on. Next, according to the principle that knowledge needs are consistent with knowledge identification, we regard Case, development tools, e-books, development management documents, components and code materials as the knowledge objects accumulated by the company, and at the same time formulate standards for all kinds of knowledge objects.
In addition, with the cooperation of the company's experts, by creating a knowledge development map, the important knowledge needed in product planning, project approval, design, development and operation is sorted and summarized, and the company's knowledge is divided into three categories: basic technical knowledge, professional technical knowledge and business knowledge.
It is worth mentioning that knowledge classification is a process of continuous improvement, which needs to sum up experience and constantly optimize according to users' information feedback.
Create knowledge
After knowing knowledge, we should be able to produce knowledge, create knowledge and realize the dynamic transformation and circulation of knowledge. The main work of this link is to actively collect and excavate knowledge from inside and outside.
We use the knowledge map tool to check the existing knowledge and sources in the company and confirm the explicit knowledge scattered in various departments; At the same time, write the information maintenance management method of knowledge management platform and determine the person in charge of producing this knowledge; And formulate knowledge contribution reward methods to encourage employees to share their tacit knowledge materially and spiritually.
Store knowledge
The purpose of storing knowledge is to solidify and accumulate knowledge and establish the knowledge base of enterprises. The tools used to store knowledge are mainly knowledge management platforms. Knowledge management platform can not only store knowledge, but also provide a platform for all knowledge information.
Knowledge management platform should be able to provide knowledge collection, knowledge release, knowledge search, knowledge maintenance, knowledge evaluation and other functions. Through the collection and release of knowledge, we constantly enrich the knowledge base of the knowledge management platform, and regularly analyze the stored knowledge to form an updated knowledge map and abstract, and predict the future distribution of knowledge.
Stored knowledge is the wealth of the company. Only by scientifically classifying the stored knowledge can knowledge be shared and used more quickly.
Share knowledge
The knowledge accumulated in storage can only produce value after a lot of dissemination and sharing. The main task of knowledge sharing is to create a platform and channel for sharing and communication, and promote the mutual transformation of tacit knowledge and explicit knowledge.
It is easy to popularize explicit knowledge through training, knowledge promotion meetings and learning mechanisms, but it is much more difficult to share tacit knowledge. Because some intangible knowledge can't be recorded, it can only be shared through face-to-face contact, so we have created many communication channels, such as using online communities to organize personal knowledge management exchanges, which are very popular with employees. In addition, because many people regard intangible knowledge as "private property" and are unwilling to share it, they can formulate and enforce the system that is beneficial to the company to share knowledge, such as the new employee tutor system and knowledge point reward. And form a culture willing to share knowledge on the basis of the system, so that sharing knowledge becomes a self-behavior of employees.
Apply knowledge
The goal of knowledge management is to apply accumulated knowledge to practice when necessary, solve current problems quickly and create new knowledge, and complete the cycle of knowledge value chain. We mainly realize the full use of knowledge through the E-Learning learning system on the knowledge management platform and the establishment of a management system to promote the use of knowledge.
Necessary logistical support
1. Establish a knowledge management team
The knowledge management project is a systematic project, and enterprises need to establish an independent knowledge management department to ensure the effective implementation and promotion of the knowledge management project organizationally.
The author's company has set up a virtual team of knowledge management led by the company's vice president, and realized a two-level management system of knowledge management working group and part-time knowledge administrators in various departments. The knowledge management working group is responsible for functional management and project management, and the part-time knowledge manager is composed of technical personnel and administrative personnel, and is responsible for the publicity, supervision and concrete implementation of knowledge management at the grass-roots level. At the same time, the monthly meeting system and training system of knowledge managers have been established to continuously improve the overall quality of the team.
2. Form a knowledge-based organizational culture of sharing, learning and innovation.
Because some employees regard personal knowledge as private property and are unwilling to share it with others, it will make the implementation of knowledge management difficult. Therefore, how to establish a corporate culture, so that members of the organization do not exclude knowledge sharing, and make knowledge management fit the existing corporate culture is an important factor for the success of knowledge management projects.
We gradually cultivate through training and publicity, and at the same time formulate a system conducive to sharing knowledge and improve the learning mechanism to form a culture of sharing learning.
3. Supported by knowledge management platform
Knowledge management platform is an important tool and guarantee for the successful implementation of knowledge management. According to the different implementation strategies of knowledge management, the implementation methods of knowledge management platform are also different. For example, when the bottom-up implementation strategy is adopted, the knowledge management platform focuses on communication and sharing, which is built by all employees interactively and relatively independent. Pay attention to the accumulation, contribution and management of knowledge; When the top-down implementation strategy is adopted, the knowledge management platform is driven by business processes and forms an enterprise knowledge portal together with the enterprise information system, which can realize the process management, personal office and real-time collaboration of different business systems within the enterprise, and on this basis, realize the management of the company's internal knowledge and push the knowledge to the corresponding users. At the same time, through data mining technology, it can provide reference for knowledge management, technology management and strategic decision-making of enterprises.
Either way, the knowledge management platform should have the functions of knowledge release, knowledge collection, knowledge search, knowledge discovery, knowledge interaction, knowledge mining, expert network, online learning and so on.
4. Establish a knowledge management system
The system can consolidate the results. As an important part of standardized management, it is essential to formulate a knowledge management system, especially an incentive system, which is particularly important for promoting the cycle of knowledge management system. The content of knowledge management system must cover all key factors that affect knowledge management activities.
From a practical point of view, our knowledge management system has played a key role in realizing the dynamic knowledge value chain, and the incentive mechanism has greatly promoted the transformation from invisible knowledge to explicit knowledge. When formulating the incentive system, we need to pay attention to:
(1) The company's knowledge management system should be combined with corporate culture, so that all employees can understand that corporate culture and knowledge management are inseparable.
(2) Reward methods should be diversified, including bonuses, knowledge contribution points in exchange for gifts, spiritual incentives, etc. Knowledge management activists should publicize through the platform or internal mail.
(3) Linking the performance of knowledge management with the performance appraisal of departments and companies, so as to give full play to the enthusiasm of all employees to participate in knowledge management.
interconnection
Establish an appropriate incentive mechanism for knowledge sharing
In the process of knowledge management, we have formulated a case reward method and strictly implemented it, and achieved good results in a short time. But we also heard some different voices. For example, employees who do architecture design report that many cases of architecture design cannot be expressed in words, so the number is always less than those departments that are prone to cases, such as testing departments, so the chances of getting bonuses are naturally less and the enthusiasm is frustrated. These feedbacks remind us to re-examine the incentive mechanism that we once thought was perfect.
In the initial stage of knowledge management, employees' consciousness level is uneven, and some of them will be very willing to share knowledge, and they feel that they have gained more knowledge and a sense of accomplishment; Some people think that this is a burden, which not only delays time, but also does no good. In this case, only by formulating a reasonable incentive mechanism can we promote extensive knowledge sharing. However, it is easy to make such a mistake when rewarding, that is, there is no diversified incentive according to the different sharing modes.
Incentive mechanism mainly plays a role in the process of externalizing tacit knowledge into explicit knowledge. In this process, some tacit knowledge is easily solidified in words, while others are difficult to document and can only be taught through face-to-face oral communication. Accordingly, there will be two completely different knowledge sharing modes in the organization.
The first mode is the direct communication between employees in actual operation. This mode is common for one employee to give advice to another employee on how to complete a specific job. For example, guide to solve some wrong irregular frequency problems. The typical feature of this model is that knowledge transfer requires direct communication between knowledge providers and knowledge recipients, such as on-site guidance, meetings and telephone calls. Direct communication mode provides the possibility for the transmission of tacit knowledge or unwritten knowledge that is difficult to express in words, and can effectively improve the quality of work.
Another way to share knowledge is through written documents. This model is suitable for those types of knowledge that can be written, including process specification and project summary. In particular, it can save valuable time for the organization in project implementation.
Reward according to the number of cases provided and the application effect of the cases. This model considers more about how to reward the second model. Although it promoted the short-term construction of case base, it also caused some employees' dissatisfaction and complaints.
Finding the crux of the problem, we immediately revised the reward method, increased the active participation award in case activities, and rewarded those employees who frequently submitted cases and enthusiastically explained them to colleagues. In addition, we try our best to create communication channels, track the corresponding indicators of communities and forums, tap activists and often invite them to participate in our activities as keynote speakers, and publicize their positive performance within the organization. Later user surveys showed that employees complained less and their enthusiasm improved. (Text/Zhang Juan)