Table of Contents Executive Summary 1

I. Business objectives 3

II. IKM Strategy 5 2.1. Analytical KM Strategy 5 2.2. Asset Management KM Strategy 6 2.3. Innovation KM Strategy 6

III. IKM Activities 7 3.1. Data warehousing and mining 7 3.2. Customer Relationship Management 8 3.3. Intellectual Property 10 3.4. Knowledge Repositories 11 3.5. Community of Practice 13 3.6. Research and Development 15

IV. IKM Elements 17

V. Conclusion 19

List of References 21

Executive Summary

For most contemporary enterprise, it is becoming increasingly more significant to manage knowledge, since most executives often declare that their most valuable asset is the knowledge held by their employees. Typically, almost half of all workers were making or helping to make things forty years ago while today the proportion is down to 20%, which means labor-intensive has given way to knowledge-based organizations. (Drucker, 1994; Bart, 2000) In other words, the knowledge management is unprecedentedly important in today’s society.
With the clear business objective on the innovation of pharmaceutical products and diagnostics services, Roche has a strong need for a deliberate and systematic approach to reuse and innovation on the base of existing information and knowledge. Considering the current situation of Roche, three KM strategies would be chosen to sustain the concrete activities to facilitate transference and application of knowledge among employees. They are Analytical KM strategy, Asset Management KM strategy and Innovation KM strategy.
Given the direction of KM strategies, six KM activities should be embarked in terms of four elements, referring to content, people, process and technology. What is most important is that all of the departments should be integrated into an entire power to facilitate the development of the Information