Designing a Successful KM Strategy: A Guide for the Knowledge Management Professional

  • ID: 3051120
  • Book
  • Region: Global
  • 224 pages
  • Information Today Inc (ITI)
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When a firm's Knowledge Management program isn't aligned with organizational strategy, its success can be no more than a happy accident—if it succeeds at all. In Designing a Successful KM Strategy, Stephanie Barnes and Nick Milton present a practical, step-by-step guide to crafting a KM strategy that supports your organization's unique needs and goals.

Based on more than 20 years of experience, this insightful book equips KM pros to accomplish these and other objectives en route to creating your successful Knowledge Management strategy:

- Connect KM strategy to business strategy
- Identify the business drivers KM will support
- Identify your strategic knowledge areas
- Understand and engage key stakeholders
- Incorporate sound change management principles
- Design pilot projects that kick-start successful KM roll-outs

Whether you need to retool your current Knowledge Management strategy or build an effective KM program from the ground up, Designing a Successful KM Strategy is the comprehensive, no-nonsense guide you're looking for.

"Undoubtedly one of the best books available for anyone undertaking to do something interesting and useful with knowledge in their organization."
—Larry Prusak, co-author, Working Knowledge

"A comprehensive and practical guide to Knowledge Management that covers something most others books don't—how to actually make it work in your organization."
—Ian Thorpe, Chief of Knowledge Exchange, United Nations Children's Fund
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Figures and Tables

Chapter 1 What Exactly Is Knowledge Management, and Why Do We Need It?
The KM Landscape
A Useful Boston Square
Defining Your Scope
Why is KM Needed Now?
Summary and Next Steps

Chapter 2 The Knowledge Manager Role
Key Elements of the KM Leadership Role
Defining the Knowledge Manager
Other Roles in KM
Summary and Next Steps

Chapter 3 Making the Case for a Knowledge Management Strategy
Is Knowledge a Key Business Issue for You?
Is There Evidence That Management of Knowledge
Might Be Sub-Optimal in Your Organization?
Is It Likely That Improved KM Might Add
Real Value?
What Evidence Do You Need to Collect?
Who Makes the Decision to Invest?
What Exactly Are You Asking Them to Decide?
Summary and Next Steps

Chapter 4 The Ten Principles Behind Your KM Strategy
KM Strategic Principles
Example of Principles Within a KM Strategy
Summary and Next Steps

Chapter 5 Strategy Structure, and Strategy Input
Interview Approach
Workshop Approach
Summary and Next Steps

Chapter 6 Identifying the Underlying Business Imperatives and Drivers
The Four Potential Focus Areas
Doers vs Makers vs Sellers; Process and Product
Organizational Demographics
Example of Business Imperatives
Summary and Next Steps

Chapter 7 Knowledge Management Vision and Scope
Example Vision Statements
What Will Your Vision Statement Look Like?
Creating the Vision
Defining the Scope
Example Scope Statements
Summary and Next Steps

Chapter 8 Strategic Knowledge Areas
Identifying the Strategic Knowledge Areas
Ranking the Importance of Your Strategic
Knowledge Areas
The Strategy Map: Showing the Link to
Business Strategy
Examples of Strategic Knowledge Areas
Summary and Next Steps

Chapter 9 Assessing the Current State of KM in the Organization
Assessment Questions
Assessment Process
What to Do With the Results
Summary and Next Steps

Chapter 10 Knowledge Management Framework
The Need for a Knowledge Management
Defining the Framework within the Strategy
The Questions You Need to Answer in Order to
Define the Framework
How Do You Find the Answers to
These Questions?
Framework Examples
Summary and Next Steps

Chapter 11 Information and Content Management
Knowledge Repository Technology—Requirements Analysis
Information Architecture
Documented Knowledge Lifecycle Process
Example of an Information and
Data Architecture
Summary and Next Steps

Chapter 12 Knowledge Management Technology
Understand Organizational Objectives
Understand User Requirements
Embed KM in Processes
Training and Communications
KM Metrics
Senior Management Support
Cross-functional Participation
Technology is a Means to an End
Adequate Budget
Requirements Roadmap Process
Summary and Next Steps

Chapter 13 Change Management
Principles of Change Management
Change Management Plan
Summary and Next Steps

Chapter 14 Stakeholders
Stakeholder Influence Models
Who Are the Key Stakeholders?
How to Influence the Stakeholders
Hearing from the Knowledge Workers
Summary and Next Steps

Chapter 15 Pilot Projects
About Pilots
Selecting Pilot Projects
How to Find Candidate Pilot Projects
Make Sure You Don’t Miss the High-Level
Grading and Selecting Pilots
Presenting the Pilots within the Strategy
Summary and Next Steps

Chapter 16 Making the Business Case and Determining ROI
Estimating the Size of the Prize
Calculating ROI
Looking For Analogs
ROI Examples
Summary and Next Steps

Chapter 17 The Guerrilla Strategy
The Guerrilla Strategy
A Guerrilla Strategy Requires Bravery
Summary and Next Steps

Chapter 18 A Retention-Based Knowledge
Management Strategy
Business Driver
Scope and Vision
Critical Knowledge Areas and Assessment of the Current State
KM Framework
Change Management
Governance of the Strategy
Summary and Next Steps

Chapter 19 Building the Implementation Team
Appointing the KM Team Leader
Appointing the KM Team
Deciding the Reporting Lines
The Steering Team
Implementation Planning

Chapter 20 Final Words
Appendix A: Communication Plan Template
About the Authors

Figures and Tables
Figure 0.1 Flow diagram for writing a KM strategy
Figure 1.1 Four quadrants of Knowledge Management
Figure 1.2 Organizational context for Knowledge Management
Figure 3.1 A poorly connected network
Figure 4.1 Stepwise investment in Knowledge Management implementation
Figure 4.2 Three implementation strategies
Figure 6.1 The four business focus areas for Knowledge Management
Figure 8.1 Top-down approach to identifying critical knowledge areas
Figure 8.2 Strategy map with added KM layer
Figure 10.1 NASA KM Framework
Figure 11.1 KM technology roadmap process
Figure 11.2 Documented knowledge lifecycle
Figure 12.1 Four quadrants of Knowledge Management technology
Figure 14.1 Stakeholder groupings
Figure 14.2 Key departments for KM
Figure 18.1 Triage plot
Figure 18.2 High grading staff by tenure and age
Table 5.1 Strategy workshop for a small organization
Table 5.2 Strategy agenda for a large organization proposed by Nancy Dixon
Table 5.3 Strategy meeting agenda for a department
Table 6.1 Knowledge Management core strategy as a function of demographics and strategic focus area
Table 10.1 Knowledge Management Framework
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About the Authors

Stephanie Barnes has over 20 years of successful experience in KM and accounting in the high technology, health care, and public accounting sectors. She is currently a Knowledge Management consultant at Missing Puzzle Piece Consulting, where she focuses on aligning people, process, and technology. She works with clients in financial and professional services, as well as in the high-tech industry and the non-profit sector, among others. She has been doing KM work for more than 14 years and is the Knoco Ltd. franchisee for Canada. Stephanie graduated from Brock University with a BBA in Accounting and from McMaster University with an MBA in Information Technology. She is ITIL Masters certified as well as having a Business Systems Analysis certificate. In May 2011, Ark Group published Stephanie’s report, “Aligning People, Process, and Technology in Knowledge Management.”

Dr. Nick Milton is director and co-founder of Knoco Ltd., with over 21 years working in Knowledge Management. At Knoco, Nick has helped develop and deliver KM strategies, implementation programs, and KM services in a wide range of different organizations around the globe. He has a particular interest in Lessons Learned programs, and has managed major lessons capture programs, particularly in the area of mergers & acquisitions and high technology engineering. He is the author of The Lessons Learned Handbook (Woodhead Publishing, 2010) and Knowledge Management for Teams and Projects (Chandos Publishing, 2005), and co-author of Knowledge Management for Sales and Marketing (Chandos Publishing, 2011) and Performance Through Learning—Knowledge Management in Practice (Elsevier, 2004). Prior to founding Knoco, Nick spent two years at the center of the team that made BP the leading KM company in the world, acting as the team knowledge manager, developing and implementing BP’s knowledge of “how to manage knowledge” and coordinating the BP KM Community of Practice.
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