KNOWLEDGE MAPPING IN ACTION

Executive Summary

A knowledge map is a visual representation of an

organization’s knowledge resources. A knowledge
map acts as a “snapshot in time” to help an
organization understand:

 what knowledge is critical to a business process

or focus area,
 where that knowledge resides,
 how knowledge flows between people and
systems in the course of work, and
 any gaps in knowledge or issues that impede its movement.

By visualizing exactly how knowledge flows through the enterprise, KM teams can identify
improvement opportunities and make targeted adjustments to ensure that the right knowledge
reaches the right people at the right time.

For more than two decades, APQC has seen many organizations successfully implement
knowledge mapping to drive more impactful, business-relevant KM. As part of this research,
APQC interviewed five organizations with best-in-class knowledge mapping programs to
understand how they develop knowledge maps and then use them to solve business challenges.

KEY FINDINGS
APQC identified 21 key findings for creating and leveraging insights from knowledge maps.
These findings, categorized by theme, are listed below.

WHY MAP ORGANIZATION AL KNOWLEDGE?

There are three primary reasons that organizations pursue knowledge mapping.

 Especially for organizations that rely on deep technical know-how, knowledge mapping is
used to identify, retain, and replicate critical knowledge and expertise.
 Organizations use knowledge mapping to drive strategic improvements by understanding
where knowledge lies and how it flows.
 Knowledge mapping helps organizations articulate and promote global standards.

TWO APPROACHES TO KNOWLEDGE MAPPING

There are two main approaches that organizations take for knowledge mapping.

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  The targeted approach involves mapping pre-identified, specific areas where knowledge
must be preserved.
 The holistic approach involves mapping all knowledge related to a function, discipline,
business unit, or enterprise at a high level and then drilling down into high-priority areas.

IDENTIFYING CRITICAL KNOWLEDGE NEEDS

The knowledge mapping approach (targeted vs. holistic) that an organization chooses informs
how it identifies critical knowledge needs.

 In a targeted approach, the KM team works with business leaders and stakeholders to
predetermine specific experts or areas of critical knowledge to map.
 In a holistic approach, the KM team takes a broad look at how knowledge flows through the
organization and then analyzes maps to pinpoint critical knowledge needs.

MAKING MAPS
Most organizations have their own twist on the mapping process, but APQC identified core
guidelines that best-practice organizations use when developing knowledge maps.

 Do your homework before mapping begins.

 Clearly articulate the goals of the exercise and help participants feel valued.
 Use a standard process and templates to ensure consistency.
 Select a skilled knowledge mapping facilitator who understands the knowledge being
mapped and can extract insights from participants.
 Validate maps with key stakeholders before finalizing them.

ANALYZING RISKS
An organization’s choice of mapping approach also informs how it analyzes knowledge-related
risks surfaced by maps. With the targeted approach, some risks are prioritized before mapping
begins, although additional risk analysis may occur later. A holistic approach involves identifying
red flags during and after mapping. APQC recommends these guidelines.

 Use a standard risk analysis methodology for consistent, objective comparisons.

 Look for knowledge gaps, islands, and bottlenecks.
 Identify knowledge commonalities and interdependencies.

TURNING MAPS INTO RE SULTS

What an organization does with its completed knowledge maps depends on why it created them
in the first place.

 If the goal is retaining and replicating critical knowledge, use knowledge maps to create
knowledge documentation or guide additional knowledge transfer activities.

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  If the goal is strategic improvement, use knowledge maps to pinpoint areas for intervention
and select which KM approaches to use.
 If the goal is standardization, use knowledge maps to identify best practices and areas that
will benefit from adopting them.

MEASURING SUCCESS
As with any initiative, the best measurement approach for knowledge mapping depends on
your end goal. However, APQC identified three core themes in how best-practice organizations
measure the outcomes and benefits of knowledge mapping.

 Use stakeholder satisfaction as a proxy measure for value.

 Tie knowledge mapping to relevant learning and succession management outcomes.
 Consider knowledge mapping’s impact on the quality of, and business support for,
enterprise knowledge management.

THE BEST-PRACTICE ORGANIZATIONS

Below are brief overviews of the five organizations whose knowledge mapping programs are
featured in the research. Details on each organization are available in the report and
accompanying case studies, which can be found in APQC’s Knowledge Mapping in Action
Collection.

BECHTEL
Bechtel is a global engineering, construction, and project management company. It is one of the
largest private companies in the United States with more than 50,000 employees and reported
revenue of $32.9 billion (USD) in 2016.

Bechtel uses knowledge maps to transfer knowledge from long-tenured subject matter experts
to the mid-career employees who will grow into the organization’s next generation of experts.
Its KM team uses a five-step process to identify critical knowledge, evaluate the risk of
knowledge loss, complete knowledge maps, and develop and execute knowledge transfer plans.

THE GOODYEAR TIRE & RUBBER COMPANY

The Goodyear Tire & Rubber Company is a multinational tire manufacturing company. It has
66,000 employees and reported $15.16 billion (USD) in revenue in 2016.

Goodyear creates role-based knowledge maps to capture knowledge from retiring experts in its
Global Technology function. The maps identify the expert’s key roles and relationships to other
functions and individuals across the business. This information is used to create learning
journals that serve as professional development guides for new hires and others taking on new
technical roles.

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 TRANSPETRO
Petrobras Transporte S.A. (Transpetro) is the fuel transportation and logistics arm of the
Brazilian state-run energy group Petrobras. Transpetro has 6,000 employees and reported
consolidated operating revenue of 9.55 billion Brazilian Real (2.96 billion USD) for 2015.

Transpetro creates knowledge maps to identify critical knowledge in its business areas. The KM
team develops knowledge maps for each macro-process within a business area. The completed
maps help the KM team understand the information and expertise required by the business, so
that they can select KM activities targeted to each business area’s needs.

TRIANZ
Trianz is a management consulting and information technology firm specializing in digital
transformation. It is a private company with 1,500 employees in offices in the United States,
India, and the United Arab Emirates.

Trianz used knowledge mapping as a foundational strategic exercise for its KM program, which
was founded in 2016. Knowledge mapping allows the KM team to understand the organization’s
knowledge needs and tailor the KM strategy to meet those needs.

U.S. ARMY ARDEC

The U.S. Army Armament Research, Development and Engineering Center (ARDEC) is one of the
U.S. Army Materiel Command’s specialized research, development, and engineering centers.
ARDEC is the hub for the advancement of armaments technologies and engineering innovation
for the U.S. Army, Tri-Services, and Department of Defense.

ARDEC uses knowledge mapping to assess knowledge needs, flow, and gaps across the
organization. ARDEC’s KM team worked with APQC to create knowledge maps for ARDEC
headquarters and its seven component directorates. ARDEC and APQC then analyzed these
knowledge maps to create an enterprise-wide map that reflected the organization’s core
business processes and knowledge needs as well as opportunities to improve the flow of
knowledge across the enterprise.

ABOUT APQC
APQC helps organizations work smarter, faster, and with greater confidence. It is the world’s
foremost authority in benchmarking, best practices, process and performance improvement,
and knowledge management. APQC’s unique structure as a member-based nonprofit makes it a
differentiator in the marketplace. APQC partners with more than 500 member organizations
worldwide in all industries. With more than 40 years of experience, APQC remains the world’s
leader in transforming organizations. Visit us at www.apqc.org, and learn how you can make
best practices your practices.

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