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CHAPTER 9 Knowledge Management Strategy & Metrics - Coggle Diagram
CHAPTER 9 Knowledge Management Strategy & Metrics
KM Strategy
identify the key needs and issues within the organization
provide a framework for addressing these issues
Resources and Skills Required
size and complexity of the organizational unit
depth of information gathering and analysis.
Purpose
The organization will have a road map that can be used to identify and prioritize KM initiatives, tools and approaches in such a way as to support long-term business objectives.
The strategy is used to define a plan of action by undertaking a gap analysis.
The gap analysis involves establishing the current and desired states of knowledge resources and KM levers.
Specific projects are then defined in order to address specific gaps that were identified and agreed upon as being high-priority areas.
Knowledge-based business issues
Needs for collaboration
Needs to level performance variance
Needs for innovations
Needs to address information overload
Knowledge audit
Identification of core knowledge assets and flows - who creates, who uses.
Identification of gaps in information and knowledge needed to manage the business effectively.
Areas of information policy and ownership that need improving.
Opportunities to reduce information-handling costs.
Opportunities to improve coordination and access to commonly needed information.
A clearer understanding of the contribution of knowledge to business results.
Gap
The difference between the organization’s existing and desired KM state is analyzed in terms of enablers and barriers to successful KM implementation.
The reason to evaluate KM
Evaluation provides evidence of the effectiveness of the initial and ongoing knowledge investment
Tests the suitability of current strategies
Justifies future expenditure on knowledge management
Provides accountability
Knowledge management evaluation types
Formative or summative
Purposeful / targeted or general
Completed or planned processes
What should be evaluated
Measures should be operationalized to ensure they are meaningful
Goals of measurement: cost-effective, informative and credible KM
Benchmarking as an Evaluative Strategy
“Know the best to become the best”
Collaboration and comparison with similar agencies on agreed measures
The measures can be either input or output orientated
What should be measured
Input
Output
Process
Balance Scorecard
A measurement and management system that enables organizations to clarify their vision and strategy and to translate them into action.
Benchmarking approaches
Industry Group Measurements
Best Practice Studies
Cooperative Benchmarking
Competitive Benchmarking
House of Quality Approach
Known as Quality Function Deployment (QFD)
Developed to show the connections between true quality, quality characteristics and process characteristics.
Using the Fishbone Diagram, with true quality in the heads and quality and process characteristics in the bones.
Evaluation Challenges
Justifying KM impact
Long-term and short-term perspectives
Defining strategic knowledge performance
Data collection methods