Study hard: Enterprise Knowledge Management: From Cognition to Practice

Author: Wu Qinghai Xia Jinghua
Publisher:
Publish Date: 2006-01-01
Features: Many problems in enterprise management may only be resolved when elevated to the level of knowledge management. We believe knowledge management is not just a lifesaver but also a bonus. It cannot solve the issue of managing practical enterprise experience, but it can make the enterprise more excellent and outstanding. – Former Assistant President and Chief Knowledge Officer of HP, practical marketing and strategic expert Gao Jianhua
If there were a scientific and systematic knowledge management methodology that could integrate various aspects, it would undoubtedly be a blessing for enterprises. This book attempts to explore this, and I believe this attempt is highly effective. It does not delve too much into theoretical discussions but truly delves into enterprise practice, elaborating on practical methods of knowledge management in enterprises from multiple perspectives. – Senior Vice President of ZTE Communications Co., Ltd. and General Manager of ZTE Development Co., Ltd., Hong Bo
Knowledge needs to be managed, shared, learned, and innovated; management creates value, efficiency, effectiveness, and capability. – CIO of the Telecommunications Research Institute of the Ministry of Information Industry, Wu Jun
I believe one of the important significances of knowledge management lies not only in a precise way of capturing and preserving knowledge, skills, relationships, processes, experience, and summaries related to enterprise operations for others to learn and master, but also in providing leaders with a quantitative tool to assess the personality, ability, and initiative of each employee, thereby gaining a more comprehensive understanding of talent within the enterprise and enhancing competitiveness. – Vice President of Jiuzhitang Co., Ltd., Li Zhe
Jonathan D. Liev, a knowledge management expert at Harvard University and Vice President of Harvard Business School Press, proposed that today's business leaders in China are facing unprecedented opportunities. Many enterprises are thriving in competition. However, the current rapid development of enterprises does not necessarily mean they possess the motivation and ability for sustainable growth. In the knowledge economy, how Chinese enterprises can win in the more fierce competition ultimately depends on the quantity of their human capital and the strength of their knowledge management capabilities. This book condenses the wisdom of years of knowledge management practice from Shenzhen Lanling Company, systematically organized by Drs. Wu Qinghai and Xia Jinghua, and has become a specialized work on knowledge management practice methodologies in China. They analyze the current state of knowledge management in China and point out that the successful implementation of knowledge management systems in enterprises is not merely a technological success but largely a success driven by management restructuring and cultural transformation. Moreover, all organizational problems at various levels in enterprises today are, without exception, related to poorly managed knowledge management. To address this issue, the authors propose seven "weapons" of knowledge management, elaborate on specific methods, and provide in-depth and unique insights into how to conduct knowledge management maturity assessments, how to systematically organize and plan knowledge, and how to systematically promote knowledge management from perspectives such as IT, management, and culture. Additionally, this book is the first to disclose the survey results of the "China Knowledge Management Benchmark Study" project.