文档介绍：CONFIDENTIAL
Building Knowledge
Management Capabilities
McKinsey Nonprofit Practice
August 2001
CONTENTS
•Why knowledge management (KM) is
important
•Framework for knowledge management
•McKinsey Nonprofit Practice example
1
McKINSEY CORE BELIEFS ON
KNOWLEDGE-BASED STRATEGIES
1. Knowledge-based strategies begin with strategy, not knowledge
2. Knowledge-based strategies are not strategies unless you link
them to measures of performance
3. Executing a knowledge-based strategy is not about managing
knowledge, it is about nurturing people with knowledge
4. Organizations leverage knowledge works of people
who collaborate, not works of technology that
interconnect
5. works leverage knowledge anizational
‘pull’, rather than centralised information ‘push’
Source: "Strategy as if Knowledge Mattered" Brooke Manville and Nathaniel Foote, May 1996 2
STAGES OF KM AND PERFORMANCE
Possible
performance
impact
New
Key Best Use of
Facts and leading
lessons practice is learning
information edge
are shared
are thinking
captured widely
available is created
and across the
and used and
leveraged business
shared
Learning culture and orientation
3
COMMON SYMPTOMS OF KNOWLEDGE
MANAGEMENT PROBLEMS
Symptom Consequences
• Frequent "reinvention • Same mistakes repeated; no learning from past experience
of the wheel" • Slow to roll out essful innovation
• Failure to • Erosion of existing petencies
generate new ideas • Failure to generate petencies, intellectual assets
and insights
• Failure to • Vicious circle of poorer performance leading to declining
attract/retain reputation, attracting weaker talent, and hence generating
outstanding people poorer performance
• Insularity and inward- • Failure to leverage external expertise
looking focus • Tendency anizational inertia and
intellectual sterility
• Emphasis on gut feel • Key decisions often turn out to be wrong
in decisio