Study hard -- Enterprise Knowledge Management: From Cognition to Practice

Author: Wu Qinghai
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 that knowledge management is not a crutch but a complement—it cannot solve issues related to managing practical enterprise experience, but it can make a company more excellent and outstanding. — Gao Jianhua, former Assistant President and Chief Knowledge Officer of HP, practical marketing and strategic expert
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 address this, and I believe this attempt is highly effective. It avoids excessive theoretical discussions and instead delves into practical enterprise scenarios, elaborating on pragmatic methods of knowledge management in enterprises from multiple perspectives. — Hong Bo, Senior Vice President of ZTE Communications Co., Ltd. and General Manager of ZTE Development Co., Ltd.
Knowledge needs to be managed, shared, learned, and innovated; management creates value—efficiency, effectiveness, and capability. — Wu Jun, CIO of the Telecommunications Research Institute of the Ministry of Information Industry
I believe one of the key significances of knowledge management lies in its ability to meticulously capture knowledge, skills, relationships, processes, experiences, and summaries related to enterprise operations for others to learn and master. Moreover, it provides leaders with a quantitative tool to assess each employee's personality, capabilities, and drive, enabling a more comprehensive understanding of talent within the organization and ultimately enhancing competitiveness. — Li Zhe, Deputy General Manager of Jiuzhitang Co., Ltd.
Jonathan D. Liev, a knowledge management expert at Harvard University and Vice President of Harvard Business School Press, has proposed that today's Chinese business leaders are facing unprecedented opportunities. Many enterprises are thriving in competition. However, current rapid growth does not necessarily mean they possess the momentum and ability for sustainable development. In the knowledge economy, how Chinese enterprises can win in more fierce competition ultimately depends on the quantity of their human capital and the strength of their knowledge management capabilities. This book, compiled from the years of knowledge management practice wisdom of Shenzhen Lanling Co., Ltd., and systematically organized by Drs. Wu Qinghai and Xia Jinghua, has become a specialized work on knowledge management practice methodologies in China. They analyze the current state of knowledge management in the country and point out that the successful implementation of knowledge management systems in enterprises is not merely a technical success but largely a result of management restructuring and cultural transformation. Moreover, none of the current organizational issues in enterprises are unrelated to poorly managed knowledge management.
To address this, the authors propose seven "weapons" of knowledge management, elaborating on specific methods, 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."