Knowledge Management and Knowledgebase System

8 Steps in implementing a robust knowledge management system/program.
1. Goal Setting
o Define program objectives before KM implementation.
o Formulate both short-term and long-term objectives helps in implementation of
the KM system/program effectively.
2. Organizational Culture
o Fosters an open work culture and information sharing.
o The management must be involved and supportive of the concept of knowledge
sharing and exchange of information.
3. Process Overview
o Helps in streamlining the KM system performance.
o Organization must define the process steps clearly along with the execution
timelines to get 100% benefit from KM process.
4. Prioritize Technology Needs
o KM system scope varies across the company based on various size.
o The complexity of business, information requirements, teams, and projects
handled.
5. Current State Assessment
o Assessing the current business operations, level of IT support (Research Team),
employees, management culture, etc., is critical for the success of the KM system.
o The KM system must be implemented accordingly.
6. Implementation Roadmap
o Having a detailed implementation roadmap is essential for the success of the KM
program.
o From current state analysis and goal setting, a clear direction and process flow of
the KM system is obtained. Now it’s time to create an implementation roadmap.
7. Implement the KM System
o Once KM process, road maps, end goals, and desired outcomes is determined,
implementation of the KM system in the organization will be the final step.
8. Measure and Improve
o Once the KM system is running, measure the effectiveness by comparing it with
the expected results.
o It helps in determining the scope of improvement, shortfall, and action plan to
enhance its performance to achieve the desired result.
Knowledge management remains an important parameter in the overall business strategy of a
company to succeed in today’s competitive market landscape.
Best 4 Components of Knowledge Management

1. People
o Senior Leaders – to provide sponsorship and insight into broader organizational
strategy.
o Cross-functional Stakeholders – to guide implementation.
2. Process
o 7 – Step Cycle of Flow Process that Describes KM
 Create new knowledge (this happens every day, all the time, across all
areas of business).
 Identify knowledge that is critical to strategy and operations.
 Collect knowledge so it can be shared with others.
 Review knowledge to evaluate its relevancy, accuracy, and applicability.
 Share knowledge through documentation, informal posts, and
collaborative activities.
 Access knowledge through pull (e.g., search) and push (e.g., alerts)
mechanisms.
 Use knowledge to identify to solve problems faster and make more
informed decisions.
3. Content/IT
o Any kind of documented knowledge, from best practices to quick tips shared
amongst colleagues.
o Can be immediately reusable stuff templates or how-to videos.
o Can be project documentation.
4. Strategy
o Every KM needs a clear, documented, and business-relevant strategy.
o You need a solid business-case that demonstrates a deep understanding of your
organization’s critical knowledge needs. The business case should outline:
 The value proposition for KM.
 That is how km will solve business challenges.
 The tools, approaches, and roles you’ll need to get there.
 Budget
 The expected impact of KM (ROI)
1. Support ISS ESG Research through the capture, accessibility, sharing, and quality of
knowledge assets.
2. Develop content architecture and strategy for relevant knowledge assets.
Knowledge Base
 A self-service online library of information about a product, service, department, or topic.
 Examples of data in a knowledge base:
o Directions and tips for using product and services.
o Answers to FAQ’s.
o Content created that can help provide in-depth solutions.
o Video demonstrations.
o Company information.
o Knowledge on different business departments.
Knowledge Assets
 Refers to an organization’s intellectual resources.
 It can be a form of:
o Information
o Ideas
o Understanding
o Learning
o Memory
o Patents
o Policies
o Databases
o Software
o Various Types of Skills
o Expertise
o Capability of Organization’s Workforce
 Used as a driver of investment and growth.
 Creating a value for the organizations’ stakeholders and sustaining its overall
performance.
 Can be shared with the organizations’ customers, suppliers, or partners.
3. Document and maintain relevant knowledge management procedures, requirements etc.

4. Encourage and promote a culture of knowledge-sharing and collaboration through
training, coaching, and support.
5. Create and report on relevant KPIs and performance to assess the effectiveness of the
knowledge management strategy.
 KPI – Key Performance Indicator
o Quantifiable Measure of performance over time for a specific objective.
o Provide Targets for teams to shoot for.
o Milestones to gauge progress, and insights that help people across the
organization make better decisions.
o Used to evaluate how successful a person or organization is at reaching the
target.
o Consists of ratios, errors, time, customer satisfaction, quality rate,
marketing traffics, downtime, sales value, etc.
 Types of KPI
o Strategic
 Usually, the most high-level.
 Indicates how to company is doing.
 Used in return of investment, profit margin, and total company
revenue.
o Operational
 Focused on a much tighter timeframe.
 Measure how a company is doing month-over-month or even day-
over-day by analyzing different processes, segments, or
geographical locations.
 Used by managing staff, analyzing questions that are derived from
analyzing strategic KPI’s.
o Functional
 Many key performance indicators are tied to specific functions,
such finance or IT. While IT might track time to resolution or
average uptime, finance KPIs track gross profit margin or return on
assets. These functional KPIs can also be classified as strategic or
operational.
o Leading vs. Lagging
 Leading
 Predicts the outcome of future possible results.
 Lagging
 Describes past results.
 Strategic Measures track progress toward strategic goals, focusing on
intended/desired results of the End Outcome or Intermediate Outcome. When
using a balanced scorecard, these strategic measures are used to evaluate the
organization’s progress in achieving its Strategic Objectives depicted in each of
the following four balanced scorecard perspectives:
o Customer/Stakeholder
o Financial
o Internal Processes
o Organizational Capacity
 Operational Measures, which are focused on operations and tactics, and
designed to inform better decisions around day-to-day product / service delivery
or other operational functions.
 Project Measures, which are focused on project progress and effectiveness.
 Risk Measures, which are focused on the risk factors that can threaten our
success.
 Employee Measures, which are focused on the human behavior, skills, or
performance needed to execute strategy.
The Logic of Different Types of Measures

The relative business intelligence value of a set of measurements is greatly improved when
the organization understands how various metrics are used and how different types of measures
contribute to the picture of how the organization is doing. KPIs can be categorized into several
different types:
 Inputs measure attributes (amount, type, quality) of resources consumed in processes
that produce outputs.
 Process or activity measures focus on how the efficiency, quality, or consistency of
specific processes used to produce a specific output; they can also measure controls on
that process, such as the tools/equipment used or process training.
 Outputs are result measures that indicate how much work is done and define what is
produced.
 Outcomes focus on accomplishments or impacts, and are classified as Intermediate
Outcomes, such as customer brand awareness (a direct result of, say, marketing or
communications outputs), or End Outcomes, such as customer retention or sales (that are
driven by the increased brand awareness)
 Project measures answer questions about the status of deliverables and milestone
progress related to important projects or initiatives.

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8 Steps in implementing a robust knowledge management system/program.

Best 4 Components of Knowledge Management

3. Document and maintain relevant knowledge management procedures, requirements etc.

The Logic of Different Types of Measures

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