We Should Pay Attention To KM Knowledge Management In The Process Management Of Enterprises.

< p > from the perspective of knowledge management consulting, knowledge sharing and pfer is one of the core issues of enterprise development, no matter which a href= "//www.sjfzxm.com/news/index_c.asp" > Enterprise < /a >.

The large enterprises that have consulted for AMT have the decoupling between process management and knowledge management. The development of enterprises is the process of creating new knowledge and duplicating and pferring these knowledge. The advantage of an enterprise is that it can understand and implement the process more effectively than other enterprises.

Knowledge management, thanks to the rapid progress of information technology, enables knowledge to be quickly and effectively circulated and shared, and even pforms and stores knowledge into potential. It breaks through the knowledge limitation of space and time, and enables knowledge to function differently than before. Because of the rapid and vigorous development of tangible capital, organizations must establish their own unique intangible capital to maintain the ability of sustainable operation.

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< p > on the other hand, successful enterprises are paying more and more attention to the business processes of enterprises, and they realize that internal processes are actually a source of profits.

From the reality of many customers of AMT consulting, many enterprises have begun to clean up the internal processes, and regard excellent processes as one of their competitive means.

The common point of process theory is the turnover of posts. Its existence is a value-added work for customers, not recognized by customers (including investors and creditors). It can be regarded as non value-added and should be pformed accordingly.

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< p > more and more practices have found that business processes and knowledge are closely related, and the close combination of them can bring great value to enterprises.

In order to discuss why knowledge and process should be combined and how to integrate, we first look at some puzzles that enterprises encounter.

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< p > < strong > a dizzying knowledge dilemma < /strong > /p >

< p > in modern society, the amount of information is very huge, and knowledge updating is very fast. Everyone needs a lot of information in his work every day.

But if these knowledge or information is not well classified, or not refined, it will bring great obstacles to people who use it.

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< p > it is not difficult to find that employees often complain that every day we are in a sea of information, and we just feel dizzy when we see these items. Let alone go deep into the contents.

Such knowledge content can not directly and effectively help employees.

In fact, for ordinary employees, or knowledge workers in enterprises, AMT believes that the most common problems are two aspects: < /p >

< p > on the one hand, it faces a lot of information every day and doesn't know if there is any content in it.

The number of documents in the enterprise knowledge repository is very large. Usually, the enterprise may have only a classification search tool, and employees can find relevant content through these tools.

But even so, employees are still unable to know clearly whether there is anything they want.

For new employees, this problem is particularly prominent. What documents should be done in daily work, what documents need to be read, and in the face of a large number of documents, it is unclear what is necessary for work and what are the guiding contents to be used for reference.

This situation is the demand for knowledge pull in the work.

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< p > on the other hand, many documents that need to be understood in the job or helpful documents for work are not known to employees in many cases, and usually they are only immersed in their own affairs.

Under such circumstances, we need to push some of these documents to the relevant employees in an active way, so that he can have a reference in doing some work, so as to improve his work efficiency.

For example, an employee has to write a bidding document. He spent several days racking his brains to finish it.

He did not know. Actually, two weeks ago, a colleague of mine did the same thing.

There are also some examples, such as some misleading lessons in a job. We hope that all employees who do these things will know that they can avoid recidivism. In this case, if there is only one search engine, employees will not take the initiative to get that knowledge.

This is actually a push demand for knowledge in the work.

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< p > in addition to the knowledge that needs to be done in daily work, < a href= "//www.sjfzxm.com" > manager < /a > may also need to know some other facts, including the general situation and existing form of knowledge assets of enterprises.

AMT consulting found that many managers were unable to answer some questions about knowledge assets. They also had many puzzles in knowledge management or process management.

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< p > puzzled, it is unclear what knowledge the enterprises have and can not have a comprehensive understanding of the knowledge resources of enterprises.

That is to say, it is not clear about the overall knowledge resources in the company, such as how many valuable documents inside the company, how many documents can be directly used to guide the work, what fields of expertise the employees have, and what are the knowledge resources of the external organizations that the company can use.

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< p > confusion two, can not be more scientific and accurate to tell the operation and operation of the various knowledge areas of strength and weakness, usually by feeling to determine which aspects of the company is stronger.

Although many managers' decisions are correct, they can not provide a more quantitative and comparable basis.

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< p > puzzle three, nor can it tell which way the knowledge exists in all fields.

In fact, knowledge exists in different knowledge domains, including explicit documents, tacit knowledge existing in the minds of employees and knowledge existing in external cooperative organizations.

Only explicit and internalized knowledge is the most direct knowledge asset of enterprises. Therefore, enterprises should pay attention to the accumulation of personal and external knowledge into the knowledge of enterprises.

Only when we know the existing way of knowledge in various fields of knowledge, can managers take corresponding measures. For example, the company has more experts in one field, but the number of written knowledge documents is very few. We can adopt some measures to urge everyone to write the best practices into documents.

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< p > puzzle four, many processes have been optimized, but they are not very efficient, or the results of the process are still not satisfactory.

For example, the same process of making a cost budget is only five days in the benchmarking industry, but the company has to spend more than a few days, and its quality is not too good.

There are some reasons for this, but there are also objective reasons - there is not enough knowledge to support the fast and efficient operation of the process.

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It is very necessary for the managers of P to master these information. Based on these results, we can make a plan for knowledge management and improve the value of process optimization to a greater extent.

On the other hand, according to the resource dependence model of strategic thinking, whether an enterprise can get a higher than average investment yield depends largely on the internal characteristics of the enterprise.

The focus of strategy formulation is on acquiring resources and capabilities that are difficult or impossible to imitate by competitors.

To some extent, the knowledge resources of an enterprise decide what and what can not be done. Therefore, whether a reasonable answer to these questions can affect the strategic decision of a certain extent to a certain extent.

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< p > < strong > clarify the relationship between knowledge and process < /strong > < /p >

< p > to solve the confusion encountered by ordinary employees and managers mentioned above, a more feasible and effective method is to integrate process and knowledge.

So why can knowledge and process solve the above problems? < /p >

< p > we know that the process represents the circulation of work in an enterprise, which can be regarded as a horizontal flow.

However, in the process of pference, there is also a vertical knowledge flow.

The combination of knowledge and process is to combine the horizontal business process and vertical knowledge.

If a company has a large number of knowledge documents, but it is not well integrated with the work process, knowledge will eventually be placed in the "cabinet" of some kind of goods, isolated, and its effectiveness can not be brought into full play.

We know that knowledge management runs through all the operations of an enterprise, that is to say, we must manage all the knowledge of the enterprise and attach them to the process. With the accumulation of these knowledge, the IQ of the organization can be improved and improved.

That is, the relationship between knowledge management and business processes is "pformation", "optimization" instead of "substitution".

After knowledge pformation, the business process can better operate, greatly enhance efficiency, avoid wrong recurrence, and trigger business innovation.

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< p > we can give a more detailed explanation of this.

When every employee is working, he may look up the past documents, and with the help of these previously precipitated knowledge, he can do the task faster and better, as well as a document into the knowledge base.

At this time, the newly generated documents and the original documents have changed essentially. It is the content that has been precipitated after a week of knowledge cycle, including the staff's thinking and some of his empirical content, which is in fact the updated knowledge produced by the path of "explicit knowledge - implicit knowledge - explicit knowledge".

This can continuously improve the knowledge base of enterprises, and at the same time, to a certain extent, leave tacit knowledge of employees.

We can use a picture to express this meaning: < /p >

< p > so through close integration with the process, employees can know which documents can be consulted at this stage, and which experts can consult. Of course, there are also documents and experts that he does not know at all.

On the other hand, managers can know the strength and weakness of knowledge in each process, and the existing forms of knowledge, so as to take corresponding measures.

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< p > < strong > the combination of knowledge and process must do several things: < /strong > /p >

< p > the combination of knowledge and process is a major development direction of knowledge management. It can solve the problems that can not be solved unilaterally in process management, and also open up a new way for knowledge management.

In order to integrate process and knowledge, enterprises usually have to do several jobs.

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< p > first, we must establish the process system of the enterprise, clearly know what processes are in the enterprise, how they flow, and also include the management and maintenance mechanism of the process.

This is the most basic work. Only by clearly defining the process can we integrate knowledge and process.

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< p > secondly, on the basis of knowing the business process, we can clean up the knowledge along the process.

Its purpose is to find out what knowledge exists in all aspects of the process, what forms exist, how strong and weak the knowledge is in various fields, and how to develop knowledge management in every field according to the characteristics of different knowledge domains.

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< p > again, after systematically combing knowledge in various processes of enterprises, it is necessary to establish a renewal and maintenance mechanism combined with knowledge and process, to ensure that special persons can be responsible for knowledge management in various processes, realize dynamic updating, form longitudinal knowledge flow relative to process, and continuously enrich the knowledge base of enterprises.

It is important to ensure that the 20% most valuable knowledge can be closely integrated with the process and directly support the work.

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< p > finally, choose a suitable software system to realize this management idea.

In addition to having the functions of the usual knowledge management system, the system is best able to define the flow of work and associate with relevant documents and experts, so that employees can get the greatest resources at every work node.

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< p > through such work, knowledge and process are well combined to realize the value of process management and knowledge management to a greater extent.

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< p > AMT is the leading "management +IT" professional advisory service institution.

Through professional and practical management consulting and information consulting services for you, it helps enterprises and government organizations to enhance their management capabilities and < a href= "//www.sjfzxm.com/news/index_s.asp" > efficiency > /a, enhance competitiveness and create higher value.

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