Recently, the expert interview section of the “Knowledge Management Big Coffee Show” created by the Beijing Aikang Group Knowledge Management Committee invited Dr. Wang Dong, Chairman of the Group, to share his valuable wisdom experience. The following is the interview content:

With the joint efforts of all Aikang family members, the knowledge base has accumulated nearly 10,000 knowledge documents in just half a year, and the concept and culture of knowledge sharing has been recognized and participated by more and more people. The Knowledge Base project was launched under your proposal in August 2017. Can you talk about your initial intention to start a knowledge management project?

Dr. Wang Dong: Then I will use a classic case to answer this question. In the early 1990s, fresh management ideas such as knowledge management and process management rose in China. Why did Huawei, Lenovo, Haier, PricewaterhouseCoopers and other companies start work on knowledge management and process management? Because these are new ideas and new ideas. When there are new methods, they have the courage to try and make mistakes, and to try and make mistakes in a small area. Even if they fail, they will have little impact on the company; once they succeed, the value increase will be very huge.

On the contrary, why is the large-scale activity that Huangshi Aikang Hospital did ten years ago has not progressed yet, and even some places may not have done well before? Why are the mistakes made before, still committed today? Why do things always start from scratch? Why haven’t the very good things done before have been passed down? Because the newcomers did not stand at a higher starting point, we did not summarize the lessons and did not share the excellent cases. Even if the level of newcomers is higher, but there are new people in our company, the newcomers are not standing on the shoulders of the predecessors and giants, so it is inevitable to repeat the same mistakes.

Therefore, we hope that through the construction of the knowledge base, we will continue to summarize and share the wealth of knowledge, and continue to pass on our valuable knowledge and wisdom. We will continue to do better PDCA.

Based on the experience cases you mentioned, we are deeply inspired. Then we would like to ask, do you think that knowledge management can become one of the Group's core competitiveness in the future? why?

Dr. Wang Dong: First of all, I believe that knowledge management should continue to be promoted. After your efforts, knowledge management will definitely become one of the Group's core competitiveness in the future. Because knowledge management is more like the services of our hospitals, we need brands. Brands need new ways to continually optimize our services and make knowledge management more effective and interesting.

For example: I have a classmate in a group. The requirement for their group to leave their employees is that they must upload the staged results or work experience and work summary generated during the work to the knowledge base before leaving the company. In this way, when the successor arrives, he can quickly enter the working state in a short period of time based on the previous work results or lessons learned. Although this kind of work style is a bit overbearing, it can make our knowledge more flexible, more effective and faster to spread and apply in the organization.

If knowledge management is to become the core competitiveness of an enterprise, the most important point is to pay more attention to the needs of employees and pay attention to the cooperation between employees and enterprises. Our managers, partners, medical experts and patients are all A part of knowledge management.

As a practitioner of knowledge management, you must know that knowledge can't be just personal. Knowledge must be shared in order to reflect its value. It must continue to flow in the organization and provide us with nutrients, so that our company will come. The healthier and growing, this is also the knowledge management I hope, and one of the conditions for our knowledge management to become the core competitiveness.

The case of a group that the chairman just said is very useful. Then, during your 25 years of running the Ikang Group, can you share your own experience cases?

Dr. Wang Dong: Actually speaking of the lessons, I feel that there are a lot of experience cases that can be shared with you. These experience cases can be learned repeatedly. It is good if you can inherit 20%-30%, because the experience is constantly accumulated, and There is no way to learn in the book.

For example: When I was studying in a hospital, I happened to encounter a patient who accidentally fell down from the second floor. At that time, a young and middle-aged doctor ran over and gave a rough examination. He said: "The problem is not big. Go back to the ward." In the later period, I learned that the doctor in the hospital was remembered once and was seriously guilty of misconduct. After careful understanding, I realized that the details of the doctor were not done, and the spleen was ruptured and the bleeding was excessive. A condition that causes a patient to die. The doctor’s “not a problem” made the doctor bear the responsibility that could have been avoided.

It is known from this experience that doctors' speech is also a technique. Just as Dean Wang Shui’s last lecture at Ikang University is very meaningful – “details determine success or failure”, sometimes the knowledge in the book is very important, but when it can be applied to practice, it can reflect the true level of a person.

The case that the chairman said is for us to let everyone in the group learn. It is not difficult to be a doctor, but when a good doctor is difficult, doctors are not only medical knowledge and medical technology, but also A lot of knowledge can be learned in daily life. So, in combination with medical and knowledge management, can the chairman tell us about the value of knowledge management in the medical industry?

Dr. Wang Dong: Speaking of value, I heard a lot of knowledge management value in the early stage of building knowledge management. I also learned some of the key points and shared it with you now. Aikang knowledge management needs to use Aikang as a platform to use medical management and information technology to fully integrate people and knowledge to accumulate organizational memory, strengthen employee capabilities, and improve work performance. This is also the "nuclear weapon" that we love is different from other medical institutions and builds a century-old foundation.

At present, there are more than 20 medical institutions in our group. How to realize mutual knowledge exchange? Our knowledge base plays a big role. Through the Aikang knowledge base, medical knowledge and experience cases can be broken through geographical and time constraints, so that personal knowledge can be continuously transformed into organizational knowledge, and professional knowledge and case recording can be learned and exchanged on the platform at any time, so as to realize new knowledge and new methods. Rapid dissemination and promotion of new technologies and new management concepts.

Hearing the value that the chairman said, we feel that doing this, knowledge management can really help our company to rise to a new level, we also believe that our knowledge management team can do it, but as a member of the knowledge management project team, We also want to know what your expectations or goals for our future knowledge management are.

Dr. Wang Dong: When it comes to expectations or goals, I think I can sum up what I mean in one sentence, that is, "knowledge management can enable enterprises to learn quickly and turn them into productivity and competitiveness." In two steps:

The first step is to enrich the knowledge base. We fill the knowledge base first, and make the atmosphere into something that can be seen. Why do you have a great recognition of Baidu? When you meet the problem, let everyone go to Baidu Library to find the answer. Because the amount of documents in Baidu library is very large. Although we are an in-house knowledge base, I know that it is still difficult to do this work.

For example, it is still difficult to collect and share a lot of knowledge scattered among employees' personal computers. In addition, among the four hospitals under the group, doctors and departments have concerns about whether or not knowledge can be shared. I also found that a lot of important knowledge is in the hands of business backbones, such as department heads, who are the busiest in the hospital, have no time to write knowledge documents, and in their minds, many documents are built and business is Separated.

Therefore, I also know that although you have done a series of knowledge management ideas and incentives, and finally found that the knowledge base is accumulated in the documents of some functional departments, the real core medical technology related high-value documents are few, in fact, this is also a lot Enterprise knowledge management faces problems in the early days - "growth troubles."

In the second step, knowledge management must be closely integrated with the business of our company, and we must do “two-way integration of process and knowledge”. As we often say in the management: "process pipeline, knowledge and water", we must combine all aspects of knowledge and process. The knowledge management team of many companies does not have a sense of accomplishment because they make knowledge management a thing outside the business.

Therefore, we must avoid such problems by doing knowledge management ourselves, and build specific knowledge history maps and knowledge maps along the business process, so that the generation and reuse of knowledge becomes a natural part of the business activities.

In addition, when emphasizing processes and knowledge, that is, the core of your work in 2019, its core essence is a management standardization idea, which is to continuously precipitate the knowledge in the process and form standards, form knowledge services, and form a human core. Knowledge service system. At the same time, we also need to use a variety of new technologies to enable us to better meet the needs of everyone, "Let the right people, in the right scene, find the right knowledge."

This article authorizes the reprint from the WeChat public account "Beijing Aikang Group" (ID: aikang120), the text has been slightly modified.

Dr. Wang Dong, Chairman of Beijing Aikang Group pointed out two important steps in the transformation of knowledge management into productivity and competitiveness: enriching the knowledge base; combining with the business to do “two-way integration of process and knowledge”. These two steps are inseparable from the cultivation of knowledge management talents. Only when talents are cultivated in place, the knowledge management of enterprises can enter a new stage.

Lan Ling has been focusing on the field of knowledge management for 18 years. In particular, it has launched a training course for knowledge management engineers. This training has been held for many times and has been actively promoted by many well-known enterprises such as Huawei, SF, Ernst & Young, Volkswagen, and taste. Participation and recognition. The training courses held in Shenzhen on March 14-15 were highly praised by the participants.

On June 13-14, Lan Ling knowledge management engineer (intermediate) trained Shanghai station to start work, a rare opportunity, fast registration ↓↓↓