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
| Knowledge Analysts
Over the next year, these numbers are projected to double.
Knowledge Management Leadership
Two alternative scenarios:
- KM will have no specific functional alignment, but will be dispersed and embedded in business processes
- KM will be aligned with the IT practice, presumably under the responsibilities of a CIO.
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
73% voted for a business definition of knowledge management:
-- the collection of processes that govern the creation,
dissemination, and utilisation of knowledge to fulfil
Roles and Leadership
- Middle managers - not CEOs - are the current agents of knowledge management
- 46% see it as 'everyone's job' or that no formal role existed
- 30% said it was the responsibility of several managers/directors
- 5% have created a CKO
- 14% do feel it is the CEO's responsibility
- 83% disagree or strongly disagree that knowledge is purely an extension of IS/IT
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.
- Online information systems
- Document management
The role of IT is infrastructural:
KM Survey in Information Strategy Magazine.
- to integrate, span cross-functional boundaries, avoid fragmentation, and provide global networks for knowledge-sharing
- to create and analyze customer databases to improve customer understanding.
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)
"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:
- Applications aimed at leveraging best practices within production
- Applications focused on leveraging expertise in project management
- Applications designed to improve project team collaboration in product development
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.
- "Non-structural" factors, such as the presence of strong champions and involving end users in the design of applications, were just as important as the "structural" aspects (e.g., content, linkage to business issues, etc).
- Sixty percent of the high-performing applications in our study were supported by explicit change efforts including user training, usage promotion and reward and recognition activity.
- Among the high-performance applications, 45 percent were focused on aspects of revenue generation.
Finding Value in KM