Survey of KM Practice in US

Delphi Group (Boston) conducted a survey in the second quarter of 1998, collecting the views of over 575 professionals in a cross section of industries, company sizes, and professional affiliations, as well as job levels.

Roles and Leaders

Knowledge Management Roles

Knowledge Architects 13% (of companies reported these positions in place)
Knowledge Managers 15%
Knowledge Analysts 21%

Over the next year, these numbers are projected to double.

Knowledge Management Leadership

Two alternative scenarios:

12% of companies had a CKO in place.

Another 12% intend to move in that direction in a year.

Nearly two-thirds surveyed expect never to see a CKO position in their organizations.


Survey of KM Practice in Europe

Survey for Information Strategy Magazine (published by The Economist) into the practice of KM in Europe. Conducted by Peter Murray and Andrew Myers of the Cranfield School of Management (1998).


73% voted for a business definition of knowledge management: -- the collection of processes that govern the creation, dissemination, and utilisation of knowledge to fulfil organisational objectives.

Roles and Leadership

Key Technologies

Three key technologies now being used 'extensively' in business for knowledge management:

The corporate intranet, with its potential to become a common pool of inside knowledge, is the hottest growth area.

The role of IT is infrastructural:

Source: KM Survey in Information Strategy Magazine.

Teltech Study: Finding Value in Knowledge Management

To learn how KM is being applied, Teltech Resource Network Corp. conducted research on 93 knowledge management applications in 83 organizations. (Third quarter 1998)

KM Applications

"The KM Applications Matrix" charts the combinations of functional/process areas (location) and business objectives (purpose) to identify combinations that consistently produce the highest levels of application success:

KM Benefits

Knowledge management "process" benefits are those received by improving access to information and knowledge. These benefits can be quantified, e.g. system usage data, survey or anecdotal evidence as acceptable performance measurement data.

Local process or functional benefits are specific operational and financial impacts resulting from a knowledge-management application.

Innovations, opportunities and ideas are benefits that represent the creative output of knowledge management.

Finally, global financial benefits are those that translate into "bottom line" statements of profitability.

KM Measurements

Other Findings


Finding Value in KM