What is a knowledge-intensive enterprise?

Knowledge-intensive enterprises are enterprises based on modern science and technology, producing high-tech products, concentrating a large number of scientific and technological personnel and possessing advanced scientific research equipment. Some people call it knowledge-intensive enterprises. The division of knowledge-intensive enterprises can be marked by the complex labor intensity of middle and senior technicians in enterprises. The greater the proportion of senior technicians in all employees, the higher the knowledge intensity. From the economic development process of developed countries, not only has it experienced the transformation from labor-intensive enterprises to capital-intensive enterprises, but also with the development of modern science and technology, knowledge-intensive enterprises have a growing trend. The characteristic of knowledge-intensive enterprises is 1. The technical equipment is complex, the proportion of scientific and technical personnel is large, the quality of operators is relatively high, and the use of labor and consumption of raw materials are less. 2. In knowledge-intensive enterprises, scientific knowledge, scientific research achievements and technological development will be transformed into real productive forces. 3. Knowledge-intensive enterprises are generally divided into four types: R&D type, high-equipment type, advanced consumer industry and knowledge industry. 4. The development degree of knowledge-intensive enterprises often marks the development level of modern science and technology and the strength of a country's economic strength. Who is responsible for the knowledge management of knowledge-intensive enterprises [1] After the knowledge management project is started inside the enterprise, the person in charge is often missing in the process of project implementation. There are two kinds of actual performance: 1. There is a nominal person in charge inside, but it is often difficult to play a good coordinating role in actual work. As a manager, he may be regarded as a blind commander by the employees of the business department because he is not very proficient in some specific businesses. As a professional, he may pay too much attention to this field, but he didn't empty the knowledge management of the whole enterprise from the overall perspective, which led to a great difference between the expected work and the actual results. There are many responsible persons in it. Although there are many responsible persons in different aspects, there are too many clues. People in charge of different aspects are experts or managers in a certain field and have certain authority in this field. When coordinating with other fields, it is easy to cause a situation that it is difficult to coordinate because of different management priorities, and it is easy to cause the lack of actual responsible persons. In addition, because of group decision-making, the decision-making on the result is often inefficient. Corresponding to this situation, the underlying reason is that knowledge management itself is not independent of business processes. In order to successfully implement knowledge management and achieve its effectiveness, it must be closely integrated with business processes. From this point of view, since knowledge management depends on business processes (multiple business processes in an enterprise), it requires that the actual person in charge of knowledge management must have the coordination ability of multiple business links, not only in management, but also in business judgment. At present, such talents are often scarce in many enterprises. In addition, even if such talents can be found, it is difficult to coordinate business processes well because of personal experience. At present, companies that implement knowledge management are often industry leaders. For such companies, the internal promotion organization of knowledge management will inevitably involve multiple branches/business links. Therefore, from the organizational point of view, knowledge management should be the responsibility of a team, which plays the role of communication with external consulting institutions/research institutions at the stage of knowledge management planning and design, and introduces advanced knowledge management concepts from the outside to plan and design knowledge management within the company. In the promotion stage of knowledge management, it plays the role of inheriting achievements and answering questions, and guides internal employees to do knowledge management well. At the same time, after the implementation of knowledge management to a certain stage, it should also have the organizational function of the internal consulting team of knowledge management to realize the continuous improvement of knowledge management. Therefore, corresponding to the proposition "Who is in charge of knowledge management", considering its close relationship with business processes, a feasible organizational solution should be: the organizational structure of knowledge management should be clear, and different internal knowledge management posts, such as knowledge editors, management specialists and internal experts, should be set up to clarify relevant responsibilities. At the same time, different forms of "full-time or part-time" should be adopted for different knowledge management positions to ensure that internal knowledge management positions need to clarify their responsibilities and how to cooperate with other positions. In addition, on the basis of this relatively clear/perfect organizational structure of knowledge management, it is necessary to set up a general manager of knowledge management at the top. At some key nodes involving multi-departmental coordination, such a general manager/coordinator must make the final decision, which is why some foreign industry leaders will set up CKO (Chief Knowledge Officer) positions in their own enterprises. For enterprises, knowledge management focuses more on internal operation practice. As the saying goes, "the soldiers and horses have not moved, and the food and grass come first." Therefore, in the implementation of knowledge management in enterprises, it is best to define the internal promotion team of knowledge management at the beginning of the project and allocate relevant posts to ensure the stability of the team and the inheritance of knowledge management achievements. How to implement [1] knowledge management in knowledge-intensive enterprises is undoubtedly very important for knowledge-intensive enterprises, but why can't many enterprises implement knowledge management although they have certain consciousness? On second thought, one possible reason is that many companies regard knowledge management as a tool, a tool that can solve some problems. Therefore, knowledge management will be viewed from the perspective of "what problems can be solved", but when we really face the formed knowledge classification system, knowledge map and knowledge management system, we still find that the original problems have not been solved. This may fall into a misunderstanding. To deal with this problem, we should fully realize that knowledge management is not a job with the primary goal of solving problems, but a "change", a change that can change the working habits of employees. We can consider this change from four aspects: 1. Sensitive to knowledge management. Each employee may have a different understanding of knowledge management. Therefore, at the beginning of the knowledge management project, we should explain the objectives, vision, main work contents and personal influence (positive and negative effects) of knowledge management to all employees, so as to reduce the sensitivity (resistance) to knowledge management and increase the transparency of knowledge management. This is especially important for the old employees, who must fully realize the true value and work content of knowledge management and change from "behavior support" to "attitude support". For new employees, their resistance to knowledge management is not as strong as that of old employees. Entering a company requires accepting its culture and system and unconditional obedience. 2. Comprehensive evaluation of employees' abilities Whether knowledge management can be carried out smoothly depends on whether employees' abilities can achieve the set goals. For example, for an organization that thinks knowledge management is equivalent to document management, it is unrealistic to hope to discover all the experiences of all "old wizards" (senior employees) in a short time. Therefore, the promotion of knowledge management must be gradual, and employees should do what they can, so as not to make people feel that knowledge management is a "Chun Xue", but a really effective tool, which can play a very good role in promoting personal development, experience accumulation and comprehensive ability improvement. 3. Emphasize obligations and responsibilities From the perspective of change management, changes in behavior can lead to changes in attitudes, and external constraints, stimuli and incentives can make knowledge management internal and spontaneous. This first step requires the use of relevant systems/measures to ensure this change. The whole system/measure set should include three parts: daily management system, incentive assessment system and support system. Among them, the daily management system, more from the perspective of obligation to restrain employee behavior; The incentive assessment system emphasizes the use of external measures, such as knowledge currency, even methods/indicators such as document ranking and personal document reading, to let employees know the return of personal knowledge contribution; The support system is the most critical part, which plays a role in ensuring the realization of obligations and responsibilities, such as providing knowledge management instructors and service hotlines. In the initial stage, employees can find corresponding supporters when they encounter problems when they want to fulfill their obligations. 4. The combination of commitment and business process/practical work. Through the "commitment" of employees, or as a result, it is solidified into a business process to realize the close combination of knowledge management achievements and practical work. For example, the combination of knowledge management and process management can only be realized by institutional constraints such as "the knowledge map should be completed after the project is completed". However, it needs to be clearly recognized that this is only the application of the results. In the pyramid of change management, it is only the top link, and more basic work depends on the above three aspects. The role of knowledge management in knowledge-intensive enterprises is self-evident. Successful implementation of knowledge management will bring two most direct benefits to enterprises: first, enhance the overall competitive strength of enterprises, solidify some core experiences, and successfully replicate them on this basis, thus turning "solving problems by personal ability" into "solving problems by organizational ability"; Second, the accumulation of core knowledge can also ensure that knowledge will not be lost because of the loss of core employees, creating conditions for the retention and refining of knowledge as a whole. However, the successful implementation and execution of knowledge management can not be achieved overnight, and it needs to be continuously promoted by a stable knowledge management internal team.