BOE Leveraging Knowledge Management for Enterprise Development Jingjiang Liu Li Liu Shimei Jiang Ning Su Qiqi Zhu Qingwen Zhang Hua Tian Shuohua Xu Changran Zheng Hui Cao
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“I’ve been reading BOE’s latest earnings report, and I believe the company has a lot of room for growth in the future. This is due in part to their strategic focus on leveraging knowledge management (KM) to drive enterprise development. KM is a powerful concept that allows companies to turn their valuable knowledge into a competitive advantage. In fact, I can see the significance of KM at BOE. For instance, KM allows the company to share relevant information and insights with all employees, not just IT professionals. This has led
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Today, we have talked about Boe Leveraging Knowledge Management for Enterprise Development: a strategic perspective that can transform the company’s development, and we are now focusing on Boe Leveraging Knowledge Management for Enterprise Development. Jingjiang Liu, from BOE’s product engineering department, gives an excellent description of how knowledge management was used to support enterprise development in the past year. Liu shares how Boe leveraged knowledge management to improve the enterprise development process, create value, and increase its competitive advantage. J
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As we have recently announced a global restructuring plan, I’d like to share a case study on how BOE leveraged knowledge management to support the restructuring effort. “The restructuring process requires significant changes in operations, product offerings, and processes. We understood that we could not simply disassemble the old and reassemble it into a new, more streamlined version. look at these guys Instead, we needed to understand the existing and anticipate the future, to create a product/market strategy, to optimize our production processes, and to build new products and solutions
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“We were not sure where to start with our technology management projects. After talking with you, I was sure we would be able to leverage the expertise and resources of the knowledge management platform you suggested. It seems like a great match. Can you summarize the key findings of the project for us?” Based on the company’s experience, we have found that leveraging knowledge management can help us in the following ways: 1. website here Increasing knowledge sharing: The knowledge management platform that we have implemented has streamlined the knowledge-sharing process by autom
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I am proud to say that the BOE Corporation was one of the first companies to embrace enterprise development through knowledge management. In 2008, BOE Corporation embarked on an ambitious strategy to take its business to the next level. The new strategy, dubbed Enterprise 2.0, placed a strong emphasis on building a knowledge-driven company. To achieve this, BOE Corporation implemented a comprehensive knowledge management program. In my previous role at the corporation, I was responsible for designing and implementing this program
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“This paper explores the impact of Business-Operations-Enterprise (BOE) leverage of knowledge management on enterprise development in the perspective of value-relevant-indicator (VRI) approach. Based on 45 interviews in four key industries, the paper explores the relationships between BOE, VRI, competitive advantage, and value creation (VCC) of the target firms, and makes recommendations for designing effective and efficient knowledge management strategies. It concludes that BOE leverage of knowledge management can promote enterprise development by
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Knowledge management (KM) is an important part of business management, and BOE has implemented a robust knowledge management system (KMS) to support its enterprise development. I joined BOE in August 2012 and have been working on the KMS for about 12 months. The KMS consists of various components such as the knowledge warehouse, community, knowledge repository, knowledge portal, and knowledge capture tool. The KMS is well-organized with clear structures and procedures. The knowledge warehouse is the central repository where all company
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In the past, the company focused on the basic production process, which was relatively low-tech, low-capital, and low-productivity. The company used a “make-or-buy” approach to production. The main factor for selecting the production mode was the cost, not the quality. When faced with the challenge of changing the production process to “design, produce, sell,” the company has made substantial investments in the following steps. 1. Firstly, it invested in human resources and developed a high-quality research and development team