How to identify and avoid risks in implementing kn

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How can enterprises identify and avoid risks when implementing knowledge management projects


a high-tech company engaged in professional software development is recently considering starting a knowledge management project. For this company, knowledge management is not a new term. In 2003, a project manager in charge of research and development of the enterprise introduced this concept to all levels of the company on many occasions, and even asked several colleagues to do a simple BBS in the company. Please share your experience in software programming and the electronic universal experimental machine, which mainly adopts servo electromechanical as the power source technology. At the beginning, everyone actively participated, but within a few months, the BBS became silent

the project manager of that year has now been upgraded to the vice president in charge of product research and development. Looking back at the BBS launched two years ago, there has been no new document update for 10 months. Recently, the vice president decided to promote a knowledge management project involving all staff at the company level. What he worried about was whether the project would repeat its mistakes

stage analysis

knowledge management projects can usually be divided into four stages, namely, knowledge management planning, knowledge combing, system selection and implementation, and continuous improvement. In each stage of the project, enterprises may face various risks. Before discussing these risks, let's first look at what enterprises should do in these four stages

in the knowledge management planning stage, enterprises face three main tasks. First, detail the future development strategy, summarize the core success factors of the enterprise, and judge the support point of knowledge management. For example, knowledge management is mainly applied in the R & D Department of enterprises that focus on product R & D; The core application of knowledge management in sales oriented enterprises with sales oriented and terminal control should be in the marketing department; In the customer service-oriented service industry, knowledge management helps to improve the management of customer knowledge and customer service experience. The business model, development strategy and key success factors of different enterprises determine the overall strategy and core application of knowledge management. The second is to formulate a blueprint for knowledge management. Knowledge management blueprint helps enterprises clarify the knowledge blueprint, management blueprint, it blueprint and cultural blueprint for carrying out knowledge management. This clarifies the overall direction for the KM work of the enterprise. The third is the plan decomposition of enterprise knowledge management. This helps enterprises solve the problem of what resources to invest and what goals to achieve at what time

in the knowledge combing stage, enterprises face four tasks. First, business process sorting. First of all, we must clarify the key processes of the enterprise from the carding of core business and management processes. This is conducive to the subsequent knowledge content analysis. The result of this work is the overall process system of the enterprise. Second, knowledge content analysis. Based on the business process combing, analyze and judge the explicit and implicit knowledge on the key points of the process. This work involves many interviews and exchanges with employees at each node of the business process, and analyze the knowledge content generated or summarized in the work process. In the knowledge content analysis stage, enterprises should also formulate the principles of knowledge classification and build a knowledge classification system. Through the above-mentioned process combing and knowledge content analysis, enterprises can build a knowledge network map and a knowledge history map

in the stage of system selection and implementation, enterprises must select appropriate software systems to support according to the blueprint of knowledge management planning and the results of knowledge combing. Before system selection, it is also necessary to determine whether to purchase formed commercial software or self-designed customized software. When selecting the software system implementation company, the factors that must be considered include: (1) the qualification and credit of the bidder, such as the bidder's own scale and strength, whether the bidder has mature project related software products, etc; (2) The customers of the bidder, such as the number of customers of the bidding company and the corresponding list, and whether the bidder has experience in software projects of large enterprise groups; (3) The tenderer's relevant project implementation methods, such as the tenderer's information system development and implementation methods, complete project implementation plan, etc; (4) The tenderer's understanding of the risks related to the implementation of the project, such as judging the tenderer's less successful software project; (5) Technical performance of the system, such as whether the system has user restrictions, product maturity and stability, etc; (6) The functional characteristics of the system, such as information release, document management, document retrieval, etc; (7) Project development and implementation services, such as the tenderer's understanding of the project needs, the project development and implementation team, the tenderer's commitment to the project, etc. By comprehensively analyzing the capabilities of products and implementers, the partners of KM system are finally determined to carry out the implementation work

risk analysis

the completion of the KM system does not mean the end of the KM project, and the enterprise still needs to carry out continuous improvement. At this stage, enterprises need to monitor the operation of business processes, the efficiency of software systems, the shaping of corporate culture, and the maintenance and incentive of professional talent teams at any time. Taking the continuous improvement of business processes as an example, enterprises can analyze all existing processes within a certain period of time, and select the processes with the largest problems and complaints for key analysis and improvement. Taking the maintenance of professional talent team as an example, after the KM project, a group of experienced management and business talents need new, non project management and incentive methods. These works are incorporated into the continuous improvement stage and gradually completed

the four stages of knowledge management project contain various risks. We describe and analyze these risks from the five management element models (strategy, organization, performance, process and Culture). Table 1 describes these risks

strategic support risk: the strategic planning of knowledge management must start from the overall strategy of the enterprise. The results of knowledge management strategic planning should support the enterprise strategy. The risk faced by enterprises lies in how to form a knowledge management strategy that supports the overall strategy of the enterprise. As mentioned above, the strategic focus determines the focus of knowledge management application. This is also the value of KM project. Planning mistakes in the initial stage will directly lead to the failure of knowledge management

organizational design risk: for large enterprises, knowledge management needs a special organization to complete. In the knowledge planning stage, we need to consider the structure of the organization and its team composition. Different team composition will directly affect the driving force of the organization for knowledge management

risk of change promotion: to successfully carry out knowledge management, enterprises must directly link employee performance appraisal strategies. For many enterprises, the adjustment of performance appraisal will be opposed by vested interests. How to promote this change, enterprises face great risks

risk of reaching consensus: different departments and teams within the enterprise have different understandings and views on knowledge management. Some departments are afraid of this and fear that their interests will be damaged. This is closely related to the difference in people's understanding of knowledge management. Enterprises must consider how to make knowledge management reach a consensus within the enterprise, so that everyone can understand the significance and value of knowledge management for them

cultural inertia risk: the original culture of the enterprise may not match knowledge management. Enterprises need to gradually adjust and shape the corporate culture to support the smooth development of knowledge management. The inherent corporate culture has a certain time inertia. How to adjust the cultural inertia as soon as possible is a challenge for enterprises

risk of knowledge selection: in the stage of knowledge sorting, how to choose the knowledge that can support the development of core business and management activities, enterprises face the risk of knowledge selection. If the combed knowledge is non core knowledge, KM will not help the smooth development of enterprise business and management activities, and will lead to an increased sense of mistrust of enterprise employees in knowledge management

Knowledge Synergy risk: there is a risk of synergy in the knowledge of different departments and teams. Before the implementation of knowledge management, there was no lack of formal communication channels for knowledge between different departments, and many enterprises had "department walls". Breaking this wall and realizing knowledge coordination will face challenges from various interest groups

process adjustment risk: before knowledge sorting, enterprises usually need to carry out process sorting and adjustment. Only after the core business and management process are clarified can the knowledge on the key control points be clarified. After the process adjustment, the working methods and processes of employees will change. How to make employees adapt to this adjustment, enterprises need to do a lot of work

risk of knowledge sharing: This is one of the biggest challenges facing knowledge management. It is difficult for many traditional enterprises to create a knowledge sharing culture within the enterprise and let all employees actively share their explicit and implicit knowledge

project control risk: how can enterprises effectively grasp the process of the project in the process of implementing knowledge management projects, such as poor organization of project promotion, out of control of project time and schedule, implementation cost exceeding budget, implementation quality difficult to guarantee, etc. This is the control risk of knowledge management project

system guarantee risk: if an enterprise only hopes to provide support for knowledge management from the perspective of technology, but cannot ensure the implementation of enterprise knowledge management activities through the system, so as to shape a new enterprise culture, there is a risk of failure in enterprise knowledge management activities. The end users of knowledge management projects are all employees. It is a great and difficult job to make so many end users change their daily work habits. How can employees consciously use the knowledge management system to contribute and share knowledge in their work? In addition to the technical factors that the system is easy to use, simple and effective, and can meet the requirements of the company's business in knowledge management, it is more important to establish a strict management system to ensure

system support risk: selecting the appropriate knowledge management system software to support knowledge management, there are system support risks, mainly including the function risk of the knowledge management system software itself and the selection risk of enterprises when selecting software. Software functions do not meet the needs of enterprises, lack of integration openness, poor maturity and stability, lack of evaluation means of software suppliers and service providers, confusion in selection, blind decision-making, etc. will eventually lead to the failure of knowledge management projects

system use risk: it mainly refers to that after the knowledge management software system is put into operation, the employees of the enterprise cannot use the system frequently or maintain the knowledge management system, which makes it difficult to ensure the quantity and quality of knowledge in the knowledge management system, and makes the knowledge management system gradually become a flashy display in the "vicious circle"

strategic ambiguity risk: after the knowledge management project is completed, other strategies will be gradually adjusted with the passage of time, and the knowledge management strategy also needs to be adjusted closely with the overall strategy of the enterprise, otherwise it is easy to have strategic ambiguity risk, resulting in KM's insufficient efforts in supporting the enterprise strategy

risk of organizational laxity: a full-time or part-time knowledge management team will devote a lot of energy to work during the project. In the continuous improvement period after the end of the project, the team is prone to lack of concentration, and the enterprise knowledge management work is also facing the risk of organizational laxity

staff turnover risk: after the knowledge management project, a group of professional km practitioners have grown up

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