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市場調査レポート

金融サービスにおけるナレッジマネジメント(KM)

Knowledge Management (KM) in Financial Services

発行 Timetric 商品コード 252258
出版日 ページ情報 英文 69 Pages
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金融サービスにおけるナレッジマネジメント(KM) Knowledge Management (KM) in Financial Services
出版日: 2012年10月04日 ページ情報: 英文 69 Pages
概要

当レポートでは、金融サービス産業で適用されているさまざまなナレッジマネジメント方法の主要コンセプトと実践法を調査し、Wells Fargo Bank やBank of New York Mellonなど多くの組織で成功しているナレッジマネジメントプロセスの役割に関する詳細なケーススタディを提供しており、概略以下の構成でお届けします。

第1章 エグゼクティブサマリー

第2章 イントロダクション

第3章 先進システムインテグレーションを通したナレッジディスカバリーのストリーミング

  • ナレッジディスカバリー
  • 従来のナレッジディスカバリープロセス
  • 自動ナレッジディスカバリープロセス
  • Bank of Montrealにおける自動ナレッジディスカバリーの期待されるメリット

第4章 世界的な企業内大学の構築

  • 企業内大学とは何か?
  • 企業内大学の構築
  • 管理機関
  • ビジョン
  • 企業アイデンティティの創造
  • DBUの範囲
  • 他部門T&D
  • リーダーシップスクール

第5章 ナレッジを顧客関係平均化に組み込むための鍵

  • 基本に戻る
  • CRM戦略の修正
  • インフォメーションをナレッジに変える
  • KMと収益間の関係を提供する
  • 組織的なクロスカルチャー
  • 統計モデリングを通して顧客関係を割り当てる

第6章 人材開発

  • 人材の成長
  • SEBにおけるコンピテンシープランニング戦略
  • SEBにおけるコンピテンシープランニングモデル
  • コンピテンシープランニングチーム
  • SEBにおけるコンピテンシー開発の将来

第7章 世界銀行におけるナレッジシェアリング

  • ナレッジシェアリング戦略
  • CoP
  • 開発フォーラム
  • ITイネーブラー
  • 文化的変容としてのナレッジシェアリング
  • 変化への道
  • 経済発展における世界銀行の将来の方向性

第8章 総所有コスト

  • 隠れた情報は隠れたコストを意味する
  • 総所有コストは?
  • TCO(総所有コスト)の目的
  • KMとしてのTCO
  • これまでの教訓

第9章 KMにおけるITの責務

  • KMグループについて
  • 実行コミュニティを軌道に乗せる

第10章 ニューエイジラーニング

  • コーポレートナレッジの主要コンポーネント
  • St Paul University
  • 文化的変容と組織的学習
  • St Paul Companyにおけるニューエイジラーニングの将来

第11章  知的資本管理・レポーティング向け基準の設定

  • 知的資本(IC)
  • SkandiaにおけるKMおよび測定
  • American Skandiaで適用されたナビゲーターアプローチ

第12章 組織的学習

第13章 プロセス改善

  • The Bank of New York Mellon
  • 中央型プロセスの改善
  • KMの課題
  • ベストプラクティスモデル
  • CMMの展開
  • プロセス改善の結果

第14章 結論

図表

目次
Product Code: VR0856MR

Synopsis

  • This report presents some of the key concepts and practices that demonstrate the variety of ways that Knowledge Management can be applied in the financial services industry
  • It provides detailed case studies regarding the role of the knowledge management process in the success of many organizations such as Wells Fargo Bank and Bank of New York Mellon

Summary

Blending and using the company's internal and external information and transforming it into actionable knowledge through technology is called KM. Knowledge can be either internal or external but the problem lies in capturing and managing it for the organization's improvement. Information is scattered throughout an organization and it can be in the form of Microsoft Word or PDF documents, in hard copies and in the minds of employees. Some of the most sophisticated KM strategies and practices have emerged in the insurance and reinsurance industries. Much of KM revolves around creating a learning environment, where smooth transversal of knowledge is the key to enhancing employee skills and sharing knowledge between individuals and groups. Customer relationship management (CRM) and data mining (DM) are dominant practices in the financial services industry. One of the primary roles of KM in companies globally is to help them improve the understanding of their resources, to determine where further investments should be placed to maximize the value of their intangible assets, and to learn how best to manage these resources for the future.

Scope

  • This report provides notable examples of knowledge management practices worldwide, reflecting advanced thinking and practice in an area
  • It details the application of KM to develop a customer relationship-based strategy on the retail banking side
  • This report provides challenges associated with the knowledge discovery process
  • This report helps to understand, how organizations are using knowledge management process to beat the competition

Reasons To Buy

  • This report examines detailed insight into knowledge management practices
  • This report discusses in detail, the various analytical components of the total cost of ownership (TCO) framework such as, direct costs and indirect costs
  • It explains the key concepts to apply Knowledge Management practices in the financial services industry
  • It discusses various case studies from different countries regarding the role of the knowledge management process
  • It helps to understand ways to capitalize on discovering knowledge before peer competitors

Table of Contents

1. Executive Summary

2. Introduction

  • 2.1. Why do Bankers Care About KM?
  • 2.2. Objectives of the Report
  • 2.3. Overview of KM
    • 2.3.1. The knowledge economy
    • 2.3.2. The knowledge corporation
  • 2.4. The Emergence of KM
    • 2.4.1. The knowledge view
    • 2.4.2. What is knowledge?
    • 2.4.3. What then is KM?
    • 2.4.4. Knowledge product strategy
    • 2.4.5. IP strategy
    • 2.4.6. Knowledge work strategy
  • 2.5. Common KM Practices
  • 2.6. Some Classic Examples of KM
    • 2.6.1. Hughes Space and Communications
    • 2.6.2. Dow Chemical
    • 2.6.3. CIBC

3. Streaming Knowledge Discovery through Advanced System Integration

  • 3.1. Knowledge Discovery
  • 3.2. The Traditional Knowledge Discovery Process
    • 3.2.1. Problems with the traditional knowledge discovery process
  • 3.3. The Automated Knowledge Discovery Process
    • 3.3.1. Project objectives and implementation characteristics
  • 3.4. The Expected Benefits of Automated Knowledge Discovery at Bank of Montreal

4. Building the Global Corporate University

  • 4.1. What is a Corporate University?
  • 4.2. Building a Corporate University
  • 4.3. The Governing Body
  • 4.4. The Vision
    • 4.4.1. The new learning model
  • 4.5. Creating a Corporate Identity
    • 4.5.1. Attracting and retaining the best people
    • 4.5.2. Capitalizing on synergies
    • 4.5.3. Improving cost-effectiveness
    • 4.5.4. Promoting corporate culture and identity
    • 4.5.5. Creating an effective learning architecture
    • 4.5.6. Promoting self-directed development
  • 4.6. The Scope of DBU
  • 4.7. Cross-divisional T&D
  • 4.8. School of Leadership
    • 4.8.1. School of IT Training
    • 4.8.2. School of Personal Effectiveness
    • 4.8.3. The School of Finance and Commerce
    • 4.8.4. Learning and knowledge services
    • 4.8.5. DBU operations
    • 4.8.6. The funding strategy
    • 4.8.7. Developing products and services
    • 4.8.8. Selecting learning partners
    • 4.8.9. Devising a measurement system

5. Keys to Building Knowledge into the Customer Relationship Equation

  • 5.1. Back to Basics
  • 5.2. Revising the CRM Strategy
  • 5.3. Turning Information into Knowledge
  • 5.4. Proving the Relationship between KM and the Bottom-line
  • 5.5. Organizational Cross-cultures
    • 5.5.2. Cultural change from a product to customer focus
  • 5.6. Assigning Customer Relationships through Statistical Modeling

6. Human Capital Development

  • 6.1. Human Capital Growth
  • 6.2. The Competency Planning Strategy at SEB
  • 6.3. The Competency Planning Model at SEB
    • 6.3.1. The analysis phase
    • 6.3.2. The action phase
    • 6.3.3. The follow-up phase
  • 6.4. Competency Planning Team
  • 6.5. The Future of Competency Development at SEB
    • 6.5.1. IT infrastructure
    • 6.5.2. Mixed learning strategies

7. Knowledge Sharing at the World Bank

  • 7.1. The Knowledge-sharing Strategy
  • 7.2. CoPs
  • 7.3. The Development Forum
  • 7.4. The IT Enabler
  • 7.5. Knowledge-sharing as Cultural Change
  • 7.6. The Road to Change
    • 7.6.1. Human development at the bank
    • 7.6.2. Consulting the community
    • 7.6.3. Putting collaboration first
    • 7.6.4. Measuring knowledge-sharing
  • 7.7. The Future Direction of the World Bank in Economic Development

8. Total Cost of Ownership

  • 8.1. Hidden Information Means Hidden Costs
  • 8.2. What is Total Cost of Ownership?
    • 8.2.1. Direct (budgeted) costs
    • 8.2.2. Indirect (unbudgeted) costs
    • 8.2.3. Economic benefits
    • 8.2.4. Business benefits
  • 8.3. The TCO Objective
  • 8.4. TCO as KM
    • 8.4.1. TCO analysis
  • 8.5. Lessons Learnt to Date
    • 8.5.1. Integration of disparate data sources
    • 8.5.2. Reporting
    • 8.5.3. Data quality
    • 8.5.4. Next steps

9. The IT Imperative in KM

  • 9.1. About the KM Group
    • 9.1.1. Knowledge-sharing through CoPs
    • 9.1.2. Defining a CoP
    • 9.1.3. CoPs in action
    • 9.1.4. Disability and web accessibility
    • 9.1.5. E-learning
    • 9.1.6. Best practices
  • 9.2. Getting Communities of Practice off the Ground

10. New Age Learning

  • 10.1. The Primary Components of Corporate Knowledge
  • 10.2. St Paul University
    • 10.2.1. The Edge
    • 10.2.2. The knowledge exchange
  • 10.3. Cultural Change and Organizational Learning
  • 10.4. The Future of New Age Learning at the St Paul Company
    • 10.4.1. Build bridges - not territories
    • 10.4.2. Buy rather than build
    • 10.4.3. People differ in their rate of adoption
    • 10.4.4. Promote continuously
    • 10.4.5. Be optimistic - great things can happen

11. Setting Standards for Intellectual Capital Management and Reporting

  • 11.1. Intellectual Capital (IC)
  • 11.2. KM and Measurement at Skandia
    • 11.2.1. The IC Reporting Model
    • 11.2.2. Skandia's IC components
    • 11.2.3. The Navigator Approach
  • 11.3. The Navigator Approach Applied in American Skandia

12. Organizational Learning - Becoming a Customer-Centric Organization

13. Process Improvement

  • 13.1. The Bank of New York Mellon
  • 13.2. Centralized Process Improvement
  • 13.3. The KM Challenge
  • 13.4. The Best Practice Model
    • 13.4.1. Certification
  • 13.5. CMM Roll-out
    • 13.5.1. T&D for best practices
    • 13.5.2. Supporting tools
    • 13.5.3. Culture
  • 13.6. Results of Process Improvement
    • 13.6.1. Project delivery benefits
    • 13.6.2. Non-project delivery benefits

14. Conclusion

List of Tables

  • Table 1: Characteristics of Mature and Immature Software Organizations

List of Figures

  • Figure 1: Share of Total Direct Costs (%)
  • Figure 2: Skandia's IC Reporting Model
  • Figure 3: The Navigator Approach
  • Figure 4: Navigator Measures for Customer Service
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