Where are the gaps and duplications in our information and knowledge assets?
What parts of the business are heavily reliant on particular knowledge but are not getting sufficient of it with the right quality?
What good practices have we observed that could be replicated with benefit elsewhere in the organization?
What is the cost savings that could be achieved with faster access to quality information in processX, Y and Z?
Which vital knowledge is that which exposes the organization to most risk if lost (e.g. through key people leaving)?
Who is already or is likely to be a senior management champion for KM?
Which person or committee can commit resources for KM? What are their current views?
Who are the sceptics that need to be persuaded of the benefits of investment in KM?
What are the motivations, personalities and preferences of the key decision makers? Hence, what form and type of communication will get them on board?
What would be the attitude if we brought in external consultants to implement the strategy, instead of doing it ourselves?
Task B – Develop Knowledge Management Strategy
Using the responses to the questions and your other information gathering, create the knowledge management strategy. The following may be used as a guide:
1.
Executive Summary
The executive summary is often considered the most important section of a KM Strategic Plan. This section briefly tells your reader where your company is, where you want to take it, and why your business idea will be successful when implementing Knowledge Management. The executive summary should highlight the strengths of your overall plan and therefore be the last section you write.
2.
KM VisionStatement
The KM vision statement takes into account the current status of the organization, and serves to point the direction of where KM in the organization wishes to go. As a means of setting a central goal that the organization will aspire to reach, the vision statement helps to provide a focus for the mission.
3.
KM Mission Statement
The KM mission statement serves as a guide to the actions of the organization as it pertains to KM, spell out its overall goal, provide a path, and guide decision-making. It provides “the framework or context within which the company’s KM strategy is formulated and aligns with the KM vision (Note: the KM Vision and Mission are often combined).
4.
Current KM Environment
(Include If one exists)
This section details the current knowledge environment. Any knowledge management activities and experience will be detailed here. This section will also outline any benefits that have been gained and how they can be built upon or leverage in future initiatives.
5.
KM Best Practices
This section details the KM Best Practices that this KM Strategic Plan will align to.
6.
Challenges and Knowledge Needs
The key issues and knowledge needs of the organization will be summarized here and will include any knowledge resources, processes and tools that will be needed to effectively execute the knowledge management strategy.
7.
Strategy Details and Key Initiatives
The key activities to implement the Knowledge Management Strategy are as follows:
i. Knowledge Transfer
Knowledge Transfer is a culture-based process by which adaptive organizational knowledge that lies in people’s heads and which lies in documents, programs, reports, etc is exchanged with others. This section will indicate how knowledge transfer will play a role in the overall knowledge management strategy.
ii. Dependencies
This section will detail critical dependencies such as the availability of key personnel, approval of budgets, and available technologies to initiate the knowledge management strategy. This section will also analyze the effect of not executing the knowledge management strategy at all.
iii. Ongoing Knowledge Management
To continue to foster an atmosphere of sharing, transferring, harvesting and creating knowledge within the organization an adherence to this strategy will be imperative. On-going support will include:
– Identifying the key knowledge holders within the organization.
– Creating an environment which motivates people to share.
– Creating opportunities and utilizing tools to harvest knowledge.
– Creating opportunities to foster knowledge creation.
– Designing a sharing mechanism to facilitate the knowledge transfer.
– Measuring the effects of executing the knowledge strategy.
8.
Establish a Central Knowledge Management Office
The Central Knowledge Management Office (CKMO) comprised of Senior Management and Core Team members and is the vehicle for implementing and keeping under review the KM Program and on-going KM initiatives that will be championed by the organization.
9.
Tools
This section details the tools and how they will be utilized to deliver Knowledge Management throughout the organization.
Performance indicators
Observation Criteria
|
S
|
NS
|
Evaluated existing arrangements for the capture and use of business knowledge from internal and external sources
|
|
|
Differentiated between knowledge management and information management systems within the organisation
|
|
|
Ensured the effectiveness of existing procedures and systems is evaluated in terms of meeting the needs of clients, organisational aims, objectives and standards
|
|
|
Identified the need for improvements in the organisation's strategic use of knowledge
|
|
|
Investigated barriers to capturing knowledge within the organisation
|
|
|
Reviewed evaluations and recommendations regarding knowledge management software with respect to its usefulness and likeliness to benefit the organisation
|
|
|
Reviewed investigations into incentives and reward systems to support knowledge management
|
|
|
Ensured that the required processes for maintaining an integrated knowledge management system were considered
|
|
|
Facilitated development of a business case to determine the viability of selected options and recommended a way forward for the organisation
|
|
|
Developed the knowledge management business strategy in consultation with senior staff for the capture and use of organisational knowledge
|
|
|
Ensured that business processes were designed to support knowledge management according to organisational needs and budget
|
|
|
Ensure that technology requirements for implementation of the strategy were costed and included in the organisational budget cycle
|
|
|
Ensured that the processes for the periodic review of knowledge management metrics within the business are in place to maintain ongoing effectiveness and continuous improvement
|
|
|
Ensured that the knowledge management strategy meets organisational requirements identified in its overall business plan and business strategy
|
|
|
Comments/feedback to candidate
|
|
|
|
|
Outcome:
|
|
Successful
|
|
Unsuccessful
|
Assessor name:
|
|
Assessor signature:
|
|