Gone With The Wind In Enterprises: Knowledge Management

Knowledge management is not only an idea, it is a good means, but also a mechanism. It is a milestone in the in-depth management of human beings.

Many companies have realized the importance of knowledge management, and have invested in it, but with little success.

This paper summarizes the misunderstandings that seven enterprises are prone to fall into.

The beginning of chaos is often the end of prosperity.

Just like a famous saying, when apple is ripe, it is the beginning of its decay.

At the critical point of prosperity and chaos, there is often a paradoxical phenomenon. On the one hand, the total wealth of the state is large and the total population is increasing rapidly, but at the same time, the merger of land is serious and leads to the polarization of wealth distribution.

Therefore, most of the population has little or no wealth per capita, and a little bit of discontent can cause a wildfire in the country.

He looks at the history and thinks about the business.

Everyone is talking about evergreen industries, but it is impossible to escape from the historical cycle of enterprises.

Why?

A company should not only have its own skills, but also need "rapid innovation" and "frequent innovation".

Rapid innovation can often occupy the first mover advantage in the market, while high frequent "frequent innovation" enables enterprises to always maintain a fast pace and avoid the phenomenon of "going all in one's way, failing again, and exhausting three".

Then, how should our enterprises be good at learning and continuous innovation?

This is a big challenge.

In the past, we talked about opportunities, land, labor and capital.

Nowadays, the driving force of creating value is more focused on knowledge, and this trend can be seen from the evolution process of enterprises' competitive strategy.

Enterprises are developing from focusing on the competitive advantage of "industry / market" to focus on the "resource view", "capability view" and "knowledge view" that are endogenous to competitive advantage.

Among them, the "resource view" emphasizes the accumulation process based on resources, and considers that the enterprise is a collection consisting of a series of resources. The competitive advantage of the enterprise comes from the resources owned by the enterprise. The "capability view" emphasizes the ability based resource allocation process, and considers that the competitive advantage of the enterprise comes from the ability of resource allocation and development. The knowledge view emphasizes the knowledge based learning innovation process, which surpasses the traditional enterprise development viewpoint of resource accumulation and scale effect, and pays more attention to the knowledge accumulation, application, learning and innovation ability of enterprises.

Knowledge management is not only an idea, but also a good means. It is also a mechanism. It is a milestone in the in-depth management of human beings.

"There is one thing you should do, you must do it, you have to do it, and you will gain immense benefits after that: knowledge management!"

The purpose of knowledge management is to enhance the competitiveness of enterprises.

Among all the resources of enterprises, the most valuable resource is knowledge resources. Some people say that this is the source of the core profits of enterprises.

The 9. 11 terrorist attacks in the United States revealed the shortcomings of the US authorities in information communication.

In fact, in the first few months of the terrorist attacks, the FBI's branches in Minnesota and Phoenix had collected some of the information that had omen.

But the two branches do not communicate with each other.

If they had shared and improved their information at that time, they might have escaped this catastrophe.

The closure of information can also cause heavy losses to the company.

Many companies have realized the importance of knowledge management, and have invested in it, but with little success.

If you look at the knowledge management method of a company, you will find that they have problems in execution.

The company often suffers from the following seven mistakes: 1. knowledge management is related to knowledge.

Can knowledge be managed?

Knowledge is a highly privatized property, while management involves organizational processes.

Therefore, knowledge management needs to pform personal knowledge into company knowledge, so as to realize the sharing and proper use within the company.

2. knowledge management is only related to technology.

Many companies pay too much attention to the establishment of knowledge system, so that they regard relevant technology as the whole of their own work.

But they failed.

A large company I know created the Rolls Royce knowledge platform, a true technical masterpiece.

However, everyone is just interested in the design of the system. They do not care how the system works, what problems the system can solve, and how to integrate the system with the company's technology strategy effectively.

Finally, the system simply can not keep up with the rapidly changing business changes, and can not meet the needs of individual users, so every system upgrade has become a very daunting task.

The 3. system should be all inclusive and omnipotent.

In fact, if you set too many expectations for yourself, you may end up with failure in the end.

You should realize that there is no need to solve all the information problems.

You should be down-to-earth and start solving delicate problems.

A telecommunications company that I worked with has adopted the right method.

In order to get an order from a large bank customer, the telecom company integrates knowledge management tools with the work of the global sales team owned by the customer.

This sales team did not wear away its combat effectiveness because of its lengthy and complex sales cycle, and maintained a flexible mind for successful sales.

With the prosperity of this sales team and strong support from knowledge management, the telecom company helped the sales team maximize its sales ability and achieved brilliant results.

He warned: even if you start from small things, you should have the idea of doing great things.

Because you need to see whether your ongoing knowledge management can still function when the company grows.

The goal of 4. knowledge management is to create a document repository.

Of course, if your employees often find that you need to pay a lot of unnecessary labor in finding or using key information, document management is indeed your top priority.

However, you should pay attention to the value and reliability of information while also paying attention to how these information is stored.

The global company's R & D department has effectively solved this problem.

They share the white paper and research reports online, but find that few people use them.

Then the company set up a channel for those employees who like to ask each other for information. They can find scientists who create relevant information and seek help from them.

This way makes employees feel exulting and morale increasing.

As a result, employees' work efficiency is greatly improved, making better decisions in a shorter time.

5., you can buy a ready made system.

This is an ideal idea.

The knowledge management system is unique to the companies in use.

While many good tools are commercialized, the same question arises: how will these new tools better integrate into the development and operation of the company, and how to integrate effectively with the technology strategy.

If your knowledge management plan requires employees to use 4 search engines, 3 document management systems, 6 collaboration tools, and a variety of computer systems, you are doomed to failure.

6. knowledge management is knowledge control.

The company always worries too much that employees use knowledge in impropriety or do not trust employees to hold too much information.

So the company set up layers of barriers artificially for knowledge acquisition or mastery until the potential of knowledge management system was exhausted.

Recently, a manager told me that his company has created an accurate system that not only keeps track of all customer relationships, but also prevents salesmen from mastering such information, because they worry that employees will take away these important information when they are relying on their competitors.

Finally, knowledge management is not maintaining an ancient and outdated database.

Knowledge management should cultivate a healthy environment. Employees in it will ask such questions: "who knows...?"

"Who can help me?"

That is to say, we should establish an open system to encourage employees to communicate with each other and create opportunities for employees to interact with each other.

Once the 7. system is established, employees will use it.

If the method is right, knowledge management can make an enterprise reborn.

This is not a simple task.

Before you configure the system, you need to think ahead of the worries and anxieties that new methods may bring to employees.

You must consider the characteristics of your corporate culture: encourage knowledge sharing.

Above all, you must face up to the fact that senior managers must provide strong leadership.

It is believed that any misunderstandings brought about by these mistakes are devastating.

Only by avoiding these mistakes can the company better convey the right information to the right people at the right time.