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1、 2012 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.Collaboration & Knowledge ManagementAutomotive IndustryRichard Cheng2013-07Founded byUS $1.7 billion revenue in FY12More than 20% average yearly growth since our inception in 2000Trus

2、ted advisor to more the 800 customers in all industriesRealized 96% satisfied customersMore than 60 locations in 20 countriesOver 17,000 people&About Us1st in certifications per employee1st in .NET developer certifications1st in Dynamics CRM certifications1st in Dynamics AX certifications1st in Shar

3、ePoint certifications1st in SQL Server certifications30 elite Microsoft Certified Architects & MastersCertifications23 Microsoft Gold Competencies, the most of any partnerMicrosoft Global Enterprise Partner of the Year (Joint with Accenture) 2012, 2011, 2010, 2009, 2008, 2006, 2004, 2001Competencies

4、Specialized expertisein the Microsoft platform-AvanadeIn Auto industry, we work with 21 out of 35 Automotive Companies in the FORTUNE Global 5003Thought leadershipCore offeringsGlobal business partnersHigh performance procurementProduction, Assembly, Logistics (PAL)Parts Enterprise Architecture (PEA

5、)Back-office OutsourcingKnowledge & LearningSupplier ExcellenceWarranty Enterprise Architecture (WEA)Accenture Sales Staff Enablement Tool (ASSET)Automotive Retail Tool (ART)Campaign Management System (CMS)Customer Centric Enterprise / Marketing ServicesDealer Management SystemseDealer AuditTelemati

6、csePlate / Smart License Plate (RFID)PMO for manufacturing relocationService ManagementHigh-performance ITNew product developmentProcurement transformationProgramme Management & Benefits RealisationLeveraging Accenture Proven Assets for KM We will bring the best of AccentureOur AssetsWe have a compr

7、ehensive set of tools and assets to drive our Talent and Leadership EngagementsAccenture as an organisation can bring together the components necessary to Client Group T&LD to successfully complete this workOur work can be accelerated with the benefit of our proven tools and expertise. Tools such as

8、 our Talent Management and Leadership Models, Competencies, Diagnostics and Programmes can help provide comparisons and perspectives on Clients leadership development approach.Our Global Specialist Advisors facilitate depth in the analysis of the existing function and the future visioningIntegration

9、 of strong tools and deep expertise provide holistic solution gatheringAccenture will leverage a suite of proven and tested assets in order to achieve es with pace and demonstrate value. We will assist you with identifying the most appropriate tools and frameworks, which complement those already in

10、use at Client. Visionary EvangelistManager of ExecutionContextualGroundingPersonalGroundingRelationshipBuilderBusiness ResultsCultivating & Retaining TalentLeading Change Catalyzing TeamsCreating a Compelling VisionManaging Performance Inspiring CommitmentCommunity ImpactPersonal GroundingKnowingYou

11、rselfDevelopingYourselfManagingYourselfGroundingContextual3. Relations4.Action5Completion1.IdentityPose open ended questionsReflectCulture & ValuesVisionEmotionsResourcesWholesystem perspectiveNew actionsHandle obstacles and intense emotionsDevelop team spirit/skills2.Strategy VisualizeSee new oppor

12、tunitiesDemonstratenew skillsLearning Capability ModelsLeadership DiagnosticsLeadership ModelsExamplesTalent Management ModelsCore Skill ElectivesTeam Action Learning LabOne Company Workshop 1 In Country WorkshopOne CompanyWorkshop 2 Management Development Programme6-12monthsCapability Assessment 1C

13、apability Assessment 2Programme Pre-WorkLeadership Development Programmes45Executive SummaryManaging collaboration and knowledge through unstable times in order to emerge more successful: Start with small changes and then scale fast!Current economic situation Todays organizations need to manage thro

14、ugh unstable times due to unexpected downturn of customer demand and revenue Therefore it es unavoidable to adapt the organization to the decreasing market This forces a lot of organizations to streamline processes and reduce redundanciesLoss of Competencies How can you manage to retain knowledge in

15、 an organization with a high attrition rate?Maintain Productivity & Innovation What can you do to maintain productivity and creativity in times of heavy demographic workforce transformation?Cost Reduction How can you cut down the operating costs but still invest in your biggest asset: your workforce

16、?Key Business Challenges Introduce innovative workplace solutions to provide required information at point of need Establish standardized knowledge transfer metrics and process landscape Foster a communicative and collaborative culture Enhance learning management systems by user generated content (e

17、.g. blogs and wikis) Launch a wide array of virtual communication and collaboration tools How We Approach Them Increased workforce efficiency due to higher availability of vital information Increased productivity by generating more innovation, creativity and overall creating better outputs Increased

18、 employee satisfaction by providing staff with an environment that is dynamic and rich in experiences Decreased operating costs regarding travel, communications, and IT maintenance / licensesYour Key Business BenefitsThe Collaboration & Knowledge Management Offering includes a set of assets, tools,

19、and methods to address the above mentioned challenges The offering includes innovative approaches concerning Knowledge Management, Collaboration and Learning 2.0. which will help to ensure efficiency, productivity and satisfaction of your organizations workforce.6Additionally we often observe situat

20、ions in the industry which are making collaboration, knowledge management and learning more urgent but also more difficult Lack of productivity because information/knowledge is not accessiblee.g. employees cannot find the “right” person to answer questions, documents where information is recorded ar

21、e difficult to retrieve, information is not formally recordedSyndrome of “Reinventing the Wheel” e.g. positive and negative experience from one department/dealership or project is not re-used, mistakes are being repeated, lack of collaboration between dealerships, sales, services, and R&D.Formal tra

22、ining covers only roundabout 20% of what employees need to do their jobs Most learning happens informally on the job through knowledge sharingKnowledge drain due to retirement of key baby boomer knowledge holdersCore company knowledge is available just in the heads of key persons which might be abou

23、t to retireFast growing and starting from the groundFast business growing requiring large number of employees hired into the organization. One culture, integrated workforce, knowledge, process and/or technology lead to the need of knowledge buildingSales knowledge and Services knowledge Sales best p

24、ractices sharing and product knowledge need to be managed and shared. After sales and Services e the ultimate competiveness for suitability and continue growingR&D and InnovationMarket and strategy change bring new demand. How to encourage innovation and manage the innovation to innovative result is

25、 the most critical factor for any organization looking into the future. As-Is Situation in automotive industryComponents of KM/Collaboration Discovery(portal, browse, search,subscribe, feeds, personalize)Learning(courses, LMS, podcasts, simulations, coaching, etc.)Real Time(instant messaging, presen

26、ce, application sharing, conferencing, etc.)PeopleNetwork(experts, blogs, skills, relationships, activities, social bookmarking, etc.)TeamServices(repository, directory, calendar, issues, risks, provisioning, etc.)Groups/ Communities(members, discussions, ask expert, etc.)KnowledgeRepository(documen

27、ts, policies, workflow, wikis, etc.)Video/ Podcasting(catalog, uploads, synchronization, rating, etc.)Innovation(ideation, rating, commenting, selection, enhancement, etc.)Process Support(process, guidance, templates, samples, workflow, etc.)BusinessIntelligence(reports, queries, dashboards, warehou

28、ses, etc.)8An Accenture survey of corporate middle managers shows that significant time is spent on searching for certain information, often without success4 to 6 hrs25%2 to 4 hrs42%1 to 2 hrs per day18% hr to 1 hr20 times1-2 times35%3-5 times31%5-10 times18%11-20times# Times/Week CannotLocate Valua

29、ble InformationAverage = 4.9 TimesHaving to go to numerous different sources to compile the informationOther parts of the organization are not ing with informationThere is so much info that it takes me a long time to find the piece I needWeeding through duplicate informationNot having access rights

30、to the information I needFiguring out which piece of information is the most currentNot understanding which piece of information is the most valuableMost DifficultDifficultWhat Makes Finding Information Difficult36%31%29%27%16%57%40%Source:Accenture Information Management Survey9Subject TitleSubject

31、 TitleKnowledge-ManagementCollabo-ration Learning 2.0Knowledge-Management the process, by which an organization identifies, creates, manages, and delivers information to enhance workforce performance.It aims at providing information collected from different sources in a format that individuals can u

32、se to improve productivity and the quality of their work.Collaboration - interaction and exchange of information. Collaboration technologies enable individuals to work jointly with other individuals and/or machines in order to achieve a common goal.Learning 2.0 innovative synchronous and asynchronou

33、s, customizable eLearning tools, that take advantage of the collaborative aspect of user-generated and rated content. High Performance Workplace a next-generation workplace portal deeply designed around a workers role, which enables Collaboration, Knowledge Management and Learning 2.0 in daily busin

34、ess.We differentiate three closely related perspectives on creation, sharing and management of knowledge and skills to enhance organizational performance High Performance Workplace10Knowledge Management is about locating, capturing, sharing, applying and managing an organizations valuable knowledge1

35、0Locate and CaptureShareApply & ManageIdentify Critical Knowledge (e.g. Knowledge Transfer Interviews)Understand type of Knowledge(e.g. KnowledgeTransfer Plans)Capture Knowledge Artefacts(Work Products & Contacts)Capture Working Concepts(Identify Best Practices)Capture Tacit Knowledge(Identify & Int

36、erview Experts)LiveAsynchronousVideo ConferencingDiscussion BoardsScreen SharingApprenticeExpertApprenticeshipWorkshadowKM - BaseExercise in TeamworkKnowledgeTransfer MetricsSupport for Intelligent Content DeliveryLive & foster Knowledge sharing CultureKnowledge Management Overview11Collaboration me

37、ans direct interaction of employees in any way to reach the goals of the organization Collaboration is defined as interaction between two or more people of similar or different teams towards an intersection of common goals. A collaboration scenario is a specific sequence of interaction steps. Collab

38、oration is the sum of various collaboration scenarios.Collaborative work can be broken down into following 5 working areas:ConnectingTeamingNetworkingKnowledge SharingLearningEach of which include three activities:Communication (transferring information back and forth)Coordination (planning the work

39、 and dependencies)Cooperation (working together)Characteristics of collaborationEfficiency by reducing cycle time, avoiding re-inventing the wheel and generating overall lower costsEffectiveness by generating more innovation, creativity and overall creating better outputsSatisfaction by providing st

40、aff with an environment that is dynamic and rich in experiences es of collaborationExamples of collaboration Team SitesUnifiedCommunicationsTelepresencePodcastInstant MessagingLMSKnowledgeBaseSocial NetworkingBlogsWikisCollaboration Overview12Learning 2.0 adds significant value to the organization b

41、y leveraging aspects of collaboration and knowledge management to traditional eLearning approachesEfficiencyValueeLearningExperimentationLearning 2.0Bite-sized learning via Blogs, Wikis, Social Sharing, and Social NetworkingDelivers ubiquitous information at point of needSupports daily performanceLo

42、wers development costs by using Web 2.0Fosters collaboration and user generated contentMerges learning and knowledge management to one common approachA surprising number of companies are still hereeLearningStandardizationInstall Learning Management SystemConvert Instructor Led to Computer-based Trai

43、ningReduce travel costsBlended learningA lot of the effort of the past few years was hereSignificant value will be here(productivity, revenue, innovation, time to competency, customer satisfaction, employee satisfaction)One off Computer-based TrainingsDepartmental solutionsLeverage Learning 2.0 to c

44、ustomers & suppliersEnhance level of collaboration by including customers & suppliersLearning 2.0 Overview13What organization is needed to support content and capabilities?How should the efforts be managed?How is content usage encouraged or ensured?Which employee behavior is needed?What needs to be

45、done to change culture and behaviors?MeasurementOrganization & GovernanceTechnologyProcessesStrategy & Business ContextWhat is the guiding vision?What is the knowledge strategy as derived from the overall business strategy?What data, information, and knowledge is critical to the performance of the w

46、orkforceWhat is currently available? Where are there gaps? How are these to be filled?Who should access and share knowledge, who should collaborate?What are the technologies that will be used? (Portal, Content Management, Search, Security, Collaboration)How does content get created, submitted, appro

47、ved and managed over time?How should the content be organized so it can be easily found and retrieved?How are content items “l(fā)inked” to each other or referred to? Who “owns” the knowledge base and storage mechanisms?How is security and access handled? How is recovery guaranteed?Who “owns” the conten

48、t?How is IP being identified and protected?What communities or expert networks should be organized? How should these operate and how should they be managed? Who would participate? What are the rules?Who would facilitate?What would constitute success and how will it be measured?What are incentives fo

49、r the practitioners?Where does it report in the organization?Key questions and challengesHow are these technologies engineered to work together and work within the overall companies technology architecture? How can all this be pulled together into an effective, usable desktop?Can the solution be sca

50、led to other areas in the Enterprise?Developing or enhancing an environment for knowledge management, collaboration and learning 2.0 requires a holistic approach covering certain building blocks and addressing certain challenges14Accenture offers services for a variety of Collaboration, Knowledge Ma

51、nagement and Learning 2.0 functionalitiesKnowledge ManagementLearning 2.0CollaborationTask ManagementDesktop SharingCommon WorkspaceTeleconferencingApplication SharingBlogsWikisRSS-FeedsPod-VideocatingCommunities of practiceShared CalendarOnline-LibraryPresence IndicatorVirtual MeetingHigh Performan

52、ce WorkplaceContent ManagementPersonal Expert NetworkDiscussion BoardPost ItTagging / RatingLearning ManagementSocialBoookmarkingOnlineTutorWeb Based TrainingSimulationsYellowPagesJoint documenteditingDocument and archive management systemExternal SourcesExtranetIntranetTaxonomiesSales PortalTelecon

53、ferencing FacilityLearning Management SystemGraphical Search and Browse InterfaceExpert NetworkSales Performance SimulationsKnowledge IntegrationInnovation SolutionsNetworkCopyright 2009 Accenture All Rights Reserved.Building Blocks for SuccessExperience shows that a holistic approach that addresses

54、 the following key success factors is necessary to create & sustain valueStrategicContextTechnologyCapabilitiesContentCulture &BehaviorOrganizationProcessesCapturing the types of content at the right granularity that will boost performanceDesigning an intuitive interface that delivers knowledge in t

55、he context of how people workDelivering technologies that support capture, discovery & collaborationMaintaining the organization needed to manage the content, monitor processes, facilitate collaboration, manage KM projects and bring new workforces on boardFacilitating the changeDesigning and enforci

56、ng the processes needed to capture K and keep it freshDefining and measuring KM behaviorsDefining what the organization wants to get from KMTargeting the workforces where you implement KM & tailoring to how they workCreating an effective and intuitive metadata schema and taxonomyLeadership engagemen

57、t 16The sample of the High Performance Workplace shows possible features accessible from one desktop1.User seeks knowledge on aspecific customer2. Internal and external information on customer delivered3.Internal experts about customer are shown4.User interacts with internal expert5.User seeks train

58、ing about industry, etc.High Performance WorkplaceCopyright 2009 Accenture All Rights Reserved.Example: R&D Workspace-KM PortalCopyright 2009 Accenture All Rights Reserved.Example: R&D Workspace-Knowledge RepositoryCopyright 2009 Accenture All Rights Reserved.Example: R&D Workspace-People NetworkCop

59、yright 2009 Accenture All Rights Reserved.Example: R&D Workspace-Knowledge SearchCopyright 2009 Accenture All Rights Reserved.Example: R&D Workspace-KM SearchCopyright 2009 Accenture All Rights Reserved.Example: R&D Workspace- Knowledge TopicCopyright 2009 Accenture All Rights Reserved.Example: R&D

60、Workspace-Knowledge discussCase Study: AccentureCopyright 2009 Accenture All Rights Reserved.25ProfileContent AreasContent AggregationContent DistributionTagging, Linking & RankingRelationship ManagementSearchActivity AwarenessCommunityPresence AwarenessPEOPLECONTENTGROUPSDiscussionsGroup, PersonalB