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Chapter 9: KM Strategy and Metrics - Coggle Diagram
Chapter 9:
KM Strategy and Metrics
Types of KM initiatives
Internal structure initiatives
Competence initiatives
External structure initiatives
Business Drivers
Need for innovation to compete in a dynamic, challenging business environment.
Need for internal efficiencies in order to reduce costs and effort
Imminent retirement of key personnel
Knowledge Audit
Cost and Value
Development
Ownership
Exploitation
Identification
The Management of Organizational Memory
Organizing
Disseminating
Capturing
Reuse the knowledge created by its employee
Potential cultural barriers involves
A cultural emphasis on artifacts and results to the exclusion of process
Resistance to knowledge capture because of the effort required, the fear of litigation and the fear of loss of job security
Resistance to knowledge reuse because of the effort required and the low likelihood of finding relevant knowledge
Balancing innovation and organizational structure
critical success factor
Stress on personal freedom, cooperation and community
Top leaders as good role models
Consistency between core values, business strategy and actual work environment
Historical overview of metrics in KM
Intellectual assets
The capital resources that argument this body of knowledge
A semi permanent body of tacit and explicit knowledge about a task, person or organization
Knowledge Assets
Structural capital
Customer capital
Human Capital
KM Metrics
Key Dimensions of business
Process focus
Renewal and Development focus
Customer focus
Financial focus
The Brenchmarking Method
Potential Benefits
Time to market in relation to other competitors
Costs, profits and margins
Customer satisfaction and the operational level of customer service
Distributions
Service quality
Relationship and relationship management
Overall productivity of knowledge investments