tailieunhanh - Comprehensive intellectual capital management step by step phần 5

Tổ chức mất trí nhớ xảy ra khi một phần của bộ não tổ chức là không biết gì về những kiến thức mà các bộ phận khác có. Mất trí nhớ cũng lưu ý khi cùng một bộ phận hay bộ phận quên đi những kiến thức thu được từ kinh nghiệm trước đây, dự án. | 112 THE THREE STAGES OF INTELLECTUAL CAPITAL MANAGEMENT 1. Business value replaces financial perspective How do we look at management 2. User orientation replaces customer perspective Are we satisfying our user needs 3. Internal perspective is focused on Are we working efficiently 4. Future readiness replaces renewal and growth perspective What technologies and opportunities challenges are emerging 18 Interestingly the Navy s model also encourages the use of what have come to be known as soft measures. These are success stories or lessons learned that communicate financial or other returns . success of an operation that have been realized from a KM The differentiating characteristic of the Navy s performance measurement system is its focus on what should be measured rather than how. This is clarified through a number of guiding principles that determine the variables that should measured the types of KM initiatives and the various types of measures that can be used. The First Guiding Principle What to Measure. The Navy s CIO clarified from the outset that it is not how you measure but what you measure that is important. The Toolkit explains that when it comes to knowledge assets or IC there is a lot of confusion as to whether performance measures should calculate the value of the asset capital or the effectiveness of the initiatives designed to leverage Without delving into theoretical discourse the Navy s model stresses the latter that is effectiveness of the KM initiatives is what should be measured. But the question remains what type of KM initiatives should be measured The Navy classifies initiatives into three groups. The first is program and process initiatives that relate to organization-wide activities. These are usually designed to streamline business practices and transfer the best practices across the The goal of these initiatives is to prevent reinvention of the wheel and duplication of error. An example of such .