The 10 myths about knowledge management
Myth 1 – Knowledge management is just another “management speak” fad
Myth 2 – Knowledge management is a huge financial investment
Myth 3 – It’s an IT problem
Myth 4 – It’s either a top down process or bottom up process.
Myth 5 – You cannot capture “knowledge” – it’s too intangible
Myth 6 – KM will consume too much time. Our people should be out winning work and making money instead.
Myth 7 – KM is impossible to measure so we will not be able to judge if it’s of value or not.
Myth 8 – Knowledge is power, so no-one will want to share their expert knowledge
Myth 9 – KM makes you focus internally; we should be focusing on our customers
Myth 10 – Put an intranet in place and KM will happen
Conclusions
Knowledge management is a process rather than a technology solution and it affects all parts of the organisation. To make KM it successful, you need:
Clear and explicit links to the business strategy
Real understanding of the knowledge advantage
Good information architecture
Leadership and champions
Systematic knowledge processes
Well-developed knowledge infrastructure
Appropriate bottom line measures
…..and a realistic approach.
Forget all those myths.
http://www.lesleyrobinson.co.uk/KM%20myths%20article.doc
进一步，ITIL把这11个核心流程和管理职能划分为两组：前5个流程（图的上半部分）属于服务提供流程，后5个流程和服务台职能（图的下半部分）属于服务支持流程。
其中服务支持流程主要面向用户（End-Users），用于确保用户得到适当的服务以支持组织的业务功能，确保IT服务提供方（Provider）所提供的服务质量，符合服务级别协议（SLA）的要求。这5个流程属于运营层次的服务管理流程。
服务提供流程主要面向为服务付费的机构和个人客户（Customer）。它的任务是根据组织的业务需求，对服务能力、持续性、可用性等服务级别目标进行规划和设计，同时还必须考虑到实现这些服务目标所需要耗费的成本。也就是说，在进行服务提供流程设计时，必须在服务级别目标和服务成本之间进行合理的权衡。由于这些管理流程必须解决“客户需要什么”、“为满足客户需求需要哪些资源”、“这些资源的成本是多少”、“如何在服务成本和服务效益（达到的服务级别）之间选择恰当的平衡点”等问题，因而服务提供所包括的这5个核心流程均属于战术层次的服务管理流程。
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