圣才学习网0409210933986.docx
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圣才学习网0409210933986.docx
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圣才学习网0409210933986
18March1999AbusinesscaseKnowledgeManagementInformationRiskManagement
InformationRiskManagement
KnowledgeManagement
Abusinesscase
18March1999
Thisreportcontains1pages
Appendicescontain8pages
NIRM_KM.doc
Contents
1Background
1.1Whyhasknowledgebecomeastrategicbusinessissue?
1.2TheKPMGglobalvisionandstrategy
2Knowledgemanagementdefined
2.1Knowledge
2.2Knowledgemanagement
2.3Theknowledgesystem
3KnowledgemanagementinIRM
3.1TheUnitedKingdom
3.1.1KMstructures
3.2TheUnitedStates
3.3InternationalHeadquarters(IHQ)
3.4SouthAfrica
4Benefits
4.1Keybenefits
4.1.1Tangiblebenefits
4.1.2Intangiblebenefits
5Costs
6Challenges
6.1Wheretostart?
6.2Culturalchange
6.3Knowledgemanagementstrategy
7Technology
8Contentandmaintenance
8.1Genericknowledge
8.2Layout
8.3Clientconfidentiality
8.4Maintenanceandsanitation
8.5Acompleteprocess
9Thenextsteps
AppendixA-SuggestedIRMSouthAfricaknowledgerepositorystructure
AppendixB-DraftjobdescriptionsforstaffingofaKnowledgeCentre
Background
1.1Whyhasknowledgebecomeastrategicbusinessissue?
Recentlytherehasbeenashiftawayfroma“capitalasset”basedeconomytoonewherethestrategicassetsofanyorganisationareitsknowledgeassets.Thischangeinparadigmisasgreatastheshiftinthepastfromanagriculturaltoanindustrial-basedeconomyatthestartoftheIndustrialRevolution.
Theuseofknowledge,anditssubsequentmanagement,asastrategictooltoenablefirmstogainanedgeovertheircompetitorshasbeenenabledthrough:
⏹technologicaladvancementsallowingthecapture,managementanddisseminationofvastquantitiesofinformationwithinorganisations;
⏹theemergenceof“virtualorganisations”inwhichtraditionalboundariesseparatingbusinessunitsareblurring;and
⏹knowledgebeingutilisedtochangeorganisationsandopennewmarkets.
Inaddition,therisksofnotmanagingone’sknowledgeassetsincludes:
⏹lossofproductivityandopportunitiesthroughwastedtimefindinginformationanddatawithinanorganisation;
⏹informationoverloadasaresultofnotoolsorprocessesbeinginplacetomanageandorganisedataandinformation;
⏹thelossofknowledgeduetostaffattrition(itisestimatedthat50%ofknowledgenotactivelystoredandmanagedislostevery5yearsassuminga10%turnoverinstaffperannum);and
⏹continualre-inventingofthewheelaslessonslearnedinthepastarenotstoredandpassedontoothersintheorganisation.
1.2TheKPMGglobalvisionandstrategy
“KPMGistheglobaladvisoryfirmwhoseaimistoturnknowledgeintovalueforthebenefitofitsclients,itspeopleanditscommunities.”
KPMGisaknowledge-basedorganisation.Whilethatimpliesthatwerecruitandretainthehighestcalibreofperson,itisnotsomuchthepoolofknowledgethatisKPMGthatcounts,butratherhowweturnthatknowledgeintovalue.
Ourknowledgecanbeseenaspartofourcompetitiveedge,somethingthatsetsusapartfromourcompetitors.TheKPMGvaluesetallowsustomaximiseouradvantagebymaintainingthesevaluesinalldealingswithstaffandclients.Inordertoachievethisthesevaluesmustbeembeddedintoourprocessesandactivities.
Thevaluesfocusonthreeareas:
⏹Clients;
⏹People;and
⏹Knowledge.
Itisthelatterthatthisbusinesscaseaddresses.
ThevalusasexpressedunderKnowledgestatethat,“Wewillcontinuouslyextendthefrontiersofoursharedknowledgebytreatingknowledgeasahighly-valuedassetwhicheveryoneinthefirmhasarightandobligationtouseandaresponsibilitytocontributetowards.”
ThisistheessenceofKnowledgeManagement(KM):
theprocessofturningapoolofdiverseknowledgeandexpertiseintoasharedresourcethatbetterallowsthefirmtomeetitsgoalsandobjectives.
ThisproposalwilladdresstheissueofKMwithintheInformationRiskManagement(IRM)practiceby:
⏹explainingwhatKMactuallyis;
⏹examiningtheprocessesfollowedbyotherpracticesaroundtheworld,specificallytheUnitedKingdomandtheUnitedStates;
⏹settingoutthebenefitstobederivedfromaneffectiveKMprocess;
⏹forecastingthechallengesthatlieahead,shouldaKMstructurebeimplementedinanticipationoftheSouthAfricanfirmasawholemigratingtoKWorld;
⏹investigatingthetechnologicalresourcesavailabletoenableasuccessfulimplementationofKM;and
⏹settingoutwhatthenextstepsshouldbe.
TheproposalisbasedontheunderlyingassumptionthattheSouthAfricanfirmwillbeimplementingandmigratingtotheKWorldplatforminthenearfuture;inalllikelihoodbyJune 2000.Anyinitiatives,recommendationsanddecisionsarisingfromthisdocumentshouldtakethatintoaccount,andshouldbeinlinewithwhatisplanned.To
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