APQC知识治理实施指南
There is a widespread understanding of the value of KM in many organizations, and one might assume that mature KM initiatives are widespread as well. However, the gap between organizations recognizing the value of KM and those fully implementing it is large.
目前，专门多企业对KM都有所了解，甚至一些企业差不多认为实施KM的时机成熟了，然而，在“了解知识治理”和“实施知识治理”那个两个层次之间的距离依旧专门大的。
Establishing knowledge management strategies that will ultimately make your organization more effective can be a daunting task. Getting started down the right path is often difficult, and staying the course can be even more
so as roadblocks spring up in your way. Although you may see KM as a worthwhile effort, convincing others of its value and making it happen across your organization can be a tall order.
建立知识治理的战略以保持企业的活力是一件特不困难的情况，第一步选对方向就更加困难了，整个实施过程到处充满了绊脚石。尽管你认为知识治理是特不值得做的一件情况。然而让其他人信服同时在组织内部广泛实施是一个特不艰巨的任务。
APQC*s approach to KM implementation eases your way, even as your organization may be struggling to understand the issues, tactics, and tools necessary for a successful KM journey. Our Road Map to Knowledge Management Results: Stages of ImplementationTM framework helps you navigate toward true institutionalization by laying out the characteristics, requirements, and action steps of every stage of KM implementation:
APQC的这套实施方法能够关心你更好的解决问题，即使你的企业可能正在困难的寻求概念上的理解、战术的制定以及工具的使用去成功地实施知识治理。为此APQC提供了这份实施指南，通过时期特征的描述，需求分析以及实施步骤等内容来关心你成功的找到实施质是治理的正确方向，事实上施过程分成了以下5个部分。
Stage 1: Get Started
Stage 2: Develop a Strategy
Stage 3: Design and Launch a KM Initiative
Stage 4: Expand and Support
Stage 5: Institutionalize Knowledge Management
第一时期：启动
第二时期：策略开发
第三时期：试点
第四时期：推广和支持
第五时期：将知识治理制度化
Based on APQC*s study of and collaboration with best practice organizations over a period of years, APQC*s Road Map to Knowledge Management Results: Stages of ImplementationTM framework spells out the essential steps to achieve true knowledge management implementation. A synthesis of our experience with early adopters, assessment of emerging trends, and identification of best practices, this model serves as a navigation tool for organizations that have seen the glimmer of opportunity in KM to efficiently develop new products, beat the competition, motivate team members, and maximize profits and investments.
依照APQC多年的在最佳实践基础上的研究和总结，这
份实施指南讲明了成功知识治理实施时期中的关键步骤。我们将先前实施者的经历、行业进展的最新趋势以及最佳实践的经验综合在一起，作为指南关心企业成功实施知识治理，这些企业差不多看到了实施知识治理所带来的机会，促进企业开发新产品，战胜竞争对手，激励团队成员，以及使利润和收益最大化。
Each stage involves description of provoking events, objectives, key players and roles, governance and structure, information technology impact, the nature of business cases, measurement approaches, and budget issues. By completing the key activities for each stage, your organization will maintain sound footing throughout the entire KM implementation process.
在APQC多年来对专门多优秀的企业的研究和合作的基础上，这份实施指南详细描述了知识治理实施的几个时期。每个时期都包含有导火索、目标、治理和构架、信息技术、案例、衡量方法和预算以及完成每个时期的关键活动，你的企业将在知识治理实施的过程中不断的提高。
Stage 1: Get Started
第一时期：启动
Learning where you are is the first important task along your path to knowledge management success. APQC shows you where to start and points you in the right direction.
认清现状是成功实施知识治理的首要任务，那个指南为你指出应该从哪里入手以及正确的方向。
If one or more of the following statements is true, your organization is likely ready to embark on Stage 1 of the journey.
假如下面所列的情况有一个是属于事实的，那么你的组织差不多做好的预备，请进入知识治理第一时期。
?Knowledge management has emerged as a topic of interest in your organization.
?At least a few employees have explored the benefits of KM for your organization.
?Someone has had a personal stake in developing interest in KM.
?You or other members of the organization have learned about KM through participation in consortia or conferences.
?The organization has created a high-level rationale or vision for pursuing KM.
?知识治理差不多成为你的组织中一个特不感兴趣的话题?差不多有一些职员从知识治理中得到了好处
?一些人差不多认同知识治理，有专门好的基础
?你和其他一些成员差不多通过培训、企业交流等方式学习了知识治理的内容
?组织有实施知识治理的专门高的愿景
第一时期的关键活动
KEY ACTIVITIES FOR STAGE 1
So, what now? you might wonder. Fortunately, APQC has been here before with dozens of world-class companies and knows what it takes to initiate this complex process. Based on the organization*s wealth of experience, APQC has summarized the key activities, as well as some helpful hints, of Stage 1.
As an insightful innovator and early promoter of KM, your tasks at this exciting stage are to define KM for others in your organization, share stories of how KM has helped other successful companies, and align KM use with current initiatives.
你可能会想：讲了这么多，现在我该做什么?专门幸运，APQC跟世界顶级的大公司差不多经历了那个过程，同时明白应该如何样开始那个复杂的过程。基于这些经验，APQC总结出了第一时期的关键活动。作为一个有洞察力的改革者或者是知识治理的早期推动者，在那个时期的任务是定义知识治理，共享知识
治理的成功案例，并把知识治理跟目前的工作联系起来，保持方向上的一致。
1. Make the concepts of KM real for others in your organization.
Create a clear, tangible picture of the benefits of KM as they relate to goals in your organization. Use simple definitions and simple language to explore real problems, opportunities, and the potential value that KM addresses.
1，企业内知识治理理念的解释和推广
将知识治理跟公司的目标联系起来，让大伙儿清晰地看到知识治理的好处，使用简单的定义和简单的语言指出实际存在的问题、机会和知识治理的潜在价值。
2. Identify others to support the development of KM.
To find advocates of knowledge management, look around the organization for current activities that might
already be related to KM. Look for smaller communities or groups that are currently sharing knowledge, and make connections with these people. Recruiting well-respected, influential people is always a good idea.
Next, consider which of the following phrases really gets your attention: Cost cutting? Improved efficiency? Pressure from competitors? Streamlined information access? Simplified processes? As an agent of change, find the greatest motivating value factor in your organization to influence others to support KM initiatives.
2，寻求支持，推广知识治理
找出目前组织内部能够联系到知识治理的活动，找出一些共享知识的小组，同时和这些人取得联系。寻求有阻碍力的人的支持是一个好主意。
然后，检查下面的几个问题又没有引起你们的注意：降低成本？提高效率？平滑的信息交流？简单的流程？作为变革的动力，在你的组织内查找最有激励性的因素去阻碍不人，让他
支持KM工作
3. Look for windows of opportunity to introduce the benefits of KM.
Find where KM will be most valued by talking to people involved with strategic initiatives, internal consulting groups, or people inside the company with whom you*ve developed personal relationships. Then answer the following questions. What are their objectives? What issues are being addressed? How can KM help the organization meet those objectives and deal with those issues?
3，发觉知识治理应用的机会
通过跟内审，或者公司内其他你差不多建立个人关系的个人讨论知识治理能够发挥价值的地点。然后回答下列问题：他们的目标是什么？达成这些目标存在什么样的问题?知识治理如何样解决这些问题并达到他们的目标。
4. Capitalize on the Internet and enlist the IT department to provide tools and a balanced view of KM.
Make connections with your IT leaders to find out what KM possibilities are available with existing technology. Find out what capabilities realistic upgrades might provide. Remember that the IT department can truly be a catalyst for emerging KM support technologies.
4，利用Internet并获得IT部门的支持
联系IT部门的领导，找出目前的技术能够做到什么模样。记住IT部门是KM的一个重要支柱。
ROADBLOCKS TO SUCCESS
·Ignoring your corporate culture and history not addressing issues that might hinder KM
·Attempting to sell an ente rprisewide approach without building evidence first
·Asking for a large budget before creating a compelling value proposition