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1、KnowledgeManagementforEnterpriseIntegrationEricRebentischerebenti@mit.eduX8-777328October2002AnObjectivePerspectiveonKnowledgeManagementTheTypicalStartingPoint:Explicitvs.TacitKnowledgeExplicitKnowledge:CanbeexpressedinwordsandnumbersEasilycommunicatedandsharedinhardformE
2、xamples:scientificformulas,marketdata,codifiedproceduresTacitKnowledge:DifficulttoformalizeExamples:scientificexpertise,operationalknow-how,industryinsightsThreeEssentialComponentsofKnowledgeManagementKnowledgediscoveryandcaptureKnowledgeorganizationKnowledgesharingImplem
3、entingKnowledgeManagementBusinessIntelligence–Processesusedtoenableimproveddecisionmaking–Dataminingandwarehousing,advancedtechnologiesthatgleanvaluableinsightfromstoreddataKnowledgeDiscovery–TextminingtechniquesenableknowledgediscoveryfromtextsourcesKnowledgeMapping–Know
4、ledgesources(people&information)arerepresentedinacontextdefinedbyrelationshipsExpertiseLocation–Finding,cataloging&makingavailablethebestexpertiseinthecorporationwhenneededforbusinessdecisionmakingImplementingKnowledgeManagement(cont.)Collaboration–Enablespeopletoshareinf
5、ormation,expertise&insights–Amplificationoftacitknowledge–Enhancedinnovation&motivationKnowledgeTransfer–Extendsreachofavailableknowledge&skilltransferresourcestoremotelocations–Enablesvirtualteamstoperformathigh-levelorganizationstandards,independentlyofthegeographicallo
6、cationoftheteammembersBlueprintingKnowledgewithintheOrganizationStrategicManagement,Planning,EISResearch,ProductDevelopment,ProblemSolvingMarketing,CustomerService,SupplierNegotiationsInventory,Personnel,Payroll,Manufacturing,AssemblyDynamicWorkInformationExchangeCollabor
7、ativeThoughtHighLevelsofKnowledgeCapture&CreationStructuredWorkDay-to-DayEfficienciesLessonsLearnedProcess-SpecificSource:Ernst&YoungLLP,KnowledgeBasedBusinessesTypicalKnowledgeManagementInitiativesInvestmentsOrganizationalTechnologicalCapabilitiesExplorationEducation&dev
8、elopmentManagementprocessMeasurement&protectionEducation&developmentManagementprocessMeasurement
