How to embody the value of knowledge management in business

When an organization has a certain understanding of the concept of knowledge management , It is often believed that knowledge management will play a role in the development of an organization or the improvement of its ability , But think further , There will be new doubts ： Knowledge management is good , But where is the value embodied ？ How to measure this value ？

How to embody the implementation value of knowledge management

When implementing knowledge management , Any organization should be clear about ： What is the value of knowledge management to the organization ？ It's an idea , Or a method ？ If we analyze it from the perspective of problem orientation , Focus on specific issues , Idea publicity and method introduction are integrated , They are inseparable .

To sum up , How the value of knowledge management is reflected in the organization , It can be classified into three categories ：

•   Timely precipitation of internal best practices , Reuse , Further consolidate core competence ;

•   Personal ability converges to organizational ability , Ensure the rapid growth of employees , The core competence of the organization will not be diluted ;

•   Knowledge content is closely combined with business process , Ensure the consistency of work quality .

1.     Timely precipitation of internal best practices , Reuse , Further consolidate core competence

From the organizational level , An organization contains a large number of internal best practices , These best practices are not necessarily the latest theories 、 The deepest 、 The most complex experience , But it must be able to solve the thorny problems encountered in the specific business process .

Through effective knowledge management , Best practices that will be scattered everywhere “ Pearl ” Pick it up , Become something that everyone can see “ Pearl Necklace ”, With the help of effective normative requirements , It is more convenient to spread and share these practices , So that more people can know and master the solutions to these specific business problems , Improve the overall quality of the organization from a comprehensive perspective .

2. Personal ability converges to organizational ability , Ensure the rapid growth of employees , The core competence of the organization will not be diluted

When summarizing internal best practices , It is also the process of individual ability converging to organizational ability . May be within the organization , When summarizing best practices , There will be resistance , Not everyone is willing to share their experiences . But from another perspective , If everyone can share , The new knowledge that an individual can acquire will be far more than what he can acquire through learning .

To break this resistance , Both through coercive means , More importantly, it is necessary to conduct propaganda and guidance from multiple perspectives , Let more people accept and agree with the concept of knowledge management . In this way, no matter new employees , Still an old employee , Can benefit from , In the process of benefiting , Further ensure that the core competence of the organization will not be lost due to personnel loss 、 Diluted due to rapid expansion, etc .

3. Knowledge content is closely combined with business process , Ensure the consistency of work quality

At present, many organizations pay more attention to process construction , Carry out process management work internally , Hope to establish “ Process type ” organization . But the establishment of process organization , Process management alone is not enough . Process management can sort out the context of organization operation , But how to do well in each business segment , It also needs the close integration of knowledge content and business process .

For each business segment , It needs to be defined in detail ： What to do ？ What internal practices can be referred to ？ How to ask for help when encountering problems, etc . This can guarantee , The same business activities , No matter who completes , When the standard is determined , Its work quality can achieve basic consistency , It also avoids the serious inclination that a certain work depends on a certain person or a certain group to complete .

How to measure the value of knowledge management quantitatively

Knowledge management is important for organizations , Value is certain to exist , However, the value of knowledge management may be embodied more indirectly . Whether it's an organization ready to start implementing knowledge management , Or an organization that has implemented knowledge management for some time , There will be a new problem ： How to measure the value of knowledge management ？ This value can be quantified ？

The value of knowledge management , From a qualitative point of view , To the organization's collaborative work efficiency 、 Personnel growth 、 The shaping of core competitiveness , Will have a direct or indirect role in promoting , However, how to make a further quantitative analysis is a headache for many knowledge management leaders .

Quantitative value analysis of knowledge management , It can be combined with the specific needs of customers . It has been mentioned above , Customers' goals for knowledge management , From individuals to organizations and businesses , Have different needs , Employees want to be able to continuously improve themselves , The team expects to draw on past experience , Improve R & D delivery efficiency in business , Continuously improve process capability, etc .

Refer to the idea of balanced scorecard , From productivity 、 Customer experience 、 Operation process and innovation are comprehensively discussed . The value analysis of each field can start from the goal , Analyze possible critical success factors , Based on the analysis of these factors , Give targeted measurement indicators . say concretely ：

1. Productivity

• The goal is ： Improve production efficiency through knowledge management , To reflect the value of knowledge workers .

• Possible key factors ： Based on effective knowledge management tools , The benefits that can be brought to the operator and the actual time cost savings .

• Possible measures ： Unit days saved by individuals ; The number of times each user uses knowledge management tools each year （ Such as the number of searches for the knowledge base 、 The number of knowledge document reuse, etc ）;

2. Customer experience

•   The goal is ： When serving customers , Use expert knowledge and accumulated knowledge to give customers a better service experience .

•   Possible key factors ： In the internal knowledge base , A large number of valuable knowledge documents have been stored , It can be easily reused , In addition, internal employees should have considerable recognition and satisfaction with the value of knowledge documents .

•   Possible measures ： The frequency of looking up knowledge documents in the knowledge base ; The proportion of knowledge base users in all knowledge workers ; The expected growth rate of potential users of knowledge base in the future ;

3. Operation process

• The goal is ： Through effective knowledge sharing , Ensure that knowledge users can acquire the knowledge they need at any time , And reduce repetitive work .

• Possible key factors ： The internal knowledge base shall be stable and effective , update , It can provide users with new knowledge documents , meanwhile , Internal knowledge dissemination should be in place , It can be conducted in a variety of training forms , Such as internal experience exchange 、 Technical training 、 Case study / Skill sharing, etc .

• Possible measures ： Dissatisfaction rating of knowledge base use ; Quality score after internal communication training, etc ;

4. Innovation of knowledge

•   The goal is ： Ensure that internal knowledge is consistent with customer needs , And lead internal knowledge innovation with customer demand orientation .

• Possible key factors ： By aligning with customer needs , The accumulated internal knowledge can be further refined , It can be refined into expert knowledge and reusable knowledge , Future innovation can be further sublimated based on this .

•   Possible measures ： In house expert knowledge （ file ） The absolute amount accumulated ; Number of internal expert training exchanges ; Number of discussions with customers, etc .

The above several quantitative analysis angles , Maybe for different organizations , Its knowledge management objectives and measurement indicators will be different , But for the quantitative value analysis of knowledge management , Even if the nature and complexity of the organization are different , You can also find and quantify aspects closely related to the actual business operation of the organization , And give possible quantitative indicators . Based on this, knowledge management and business operation 、 personnel training 、 Business innovation is closely integrated .

How to do knowledge management well ？

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