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Knowledge Management Measurement

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How to measure the effectiveness of Knowledge Management Program in the organization. The implementation of Knowledge Management brings the knowledge in the organization become accessible to the employee that needs it to deliver their day to day task. Using Knowledge Management an organization also will be more strategic. Some aspects to be used on measuring the implementation of Knowledge Management are discussed.

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KNOWLEDGE MANAGEMENT MEASUREMENTS Pusdiklat Keuangan Umum , 28 Okt 1 Nop 2013 DAY 5
Facilitators : Lucky Esa 即 Senior Knowledge Consultant, Information Architect 即 Knowledge Management Society Indonesia (KMSI) 即 International Association of IT & Software Architect (IASA) 即 Lucesa@gmail.com
Day 5 Agenda : 即 Knowledge Performance Dimensions
Knowledge Management Measurement
1. Success in establishing an enterprise knowledge culture 2. Top management support to managing knowledge 3. Ability to develop and deliver knowledge-based goods/services 4. Success in maximizing the value of intellectual capital within an enterprise 5. Effectiveness in creating an environment of knowledge sharing 6. Success in establishing a culture of continuous learning 7. Effectiveness in managing customer knowledge to increase loyalty and value 8. Ability to manage knowledge to generate shareholders value
a) Developing & deploying a knowledge-based enterprise vision and strategy; b) Determining enterprise core competencies (knowledge assets); c) Designing a knowledge-based enterprise structure and relationships between enterprise units; d) Developing and managing enterprise knowledge value; e) Developing and managing enterprise knowledge behaviors; f) Developing and managing enterprise knowledge systems/processes; and g) Creating and managing a knowledge-based human resources strategy.
a) Developing and deploying an enterprise management style that encourage the acquisition, sharing, and application of knowledge for enterprise value creation; b) Providing financial and non-financial enterprise support for managing knowledge; c) Encouraging and supporting an enterprise knowledge strategy and approach; d) Developing and training knowledge leaders, and e) Recognizing/rewarding knowledge leaders.
a) Developing and deploying an enterprise knowledge creation and innovation strategy; b) Developing and training the workforce in idea generation and innovation; c) Involving customers and suppliers in the development of knowledge-based goods and services; d) Increasing/expanding enterprise knowledge; e) Managing the transfer of knowledge and ideas to point of action; f) Recognizing/rewarding innovation; g) Managing the production and/or service of knowledge-based goods and services; and h) Measuring value created from knowledge creation and innovation.
a) Developing and deploying an enterprise intellectual capital strategy; b) Developing and training the enterprise workforce in intellectual capital concepts and tools; c) Developing tools and techniques to manage and measures intellectual capital; d) Managing and expanding intellectual capital; e) Protecting knowledge assets; and f) Recognizing/rewarding employees for increasing enterprise intellectual capital.
a) Developing and managing the capture, categorization, and use of knowledge; b) Mapping knowledge resources throughout the organization; c) Converting tacit into explicit knowledge; d) Creating systematic mechanisms for sharing existing internal and external knowledge and best practices; e) Providing IT platforms for knowledge sharing; f) Developing CoP; g) Effectiveness in identifying and accessing internal and external expertise; and h) Establishing knowledge-based reward and recognition systems.
a) Developing a knowledge-based enterprise learning strategy; b) Developing collaboration/partnerships for accelerated learning; c) Developing and/or acquiring learning methodologies, tools, and techniques; d) Converting tacit into explicit knowledge e) Developing CoP; f) Learning by doing; g) Coaching and mentoring; h) Developing an organizational learning infrastructure, e.g., a corporate intranet for the internal and external exchange of learning experiences; and i) Moving from individual to organizational learning.
a) Developing and deploying an enterprise knowledge-based customer value management strategy; b) Creating and managing customer value profiles and maps; c) Creating customer value chains; d) Developing and/or acquiring tools and techniques to collect and gain value from customer knowledge; e) Developing and managing customer databases; f) Developing tools and techniques to extract value from customer knowledge; and g) Measuring changes in the customer value chain.
a) Developing and deploying an enterprise knowledge-based strategy for increasing shareholders value; b) Mapping and developing knowledge value chain; c) Managing and measuring knowledge value chain; d) Measuring changes in enterprise shareholder value; and e) Communicating/reporting on knowledge-based value creation
Thank You Merci bien Arigatoo Matur Nuwun Hatur Nuhun Matur se Kelangkong Syukron Kheili Mamnun Danke Terima Kasih

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Knowledge Management Measurement

  • 2. Facilitators : Lucky Esa 即 Senior Knowledge Consultant, Information Architect 即 Knowledge Management Society Indonesia (KMSI) 即 International Association of IT & Software Architect (IASA) 即 Lucesa@gmail.com
  • 3. Day 5 Agenda : 即 Knowledge Performance Dimensions
  • 5. 1. Success in establishing an enterprise knowledge culture 2. Top management support to managing knowledge 3. Ability to develop and deliver knowledge-based goods/services 4. Success in maximizing the value of intellectual capital within an enterprise 5. Effectiveness in creating an environment of knowledge sharing 6. Success in establishing a culture of continuous learning 7. Effectiveness in managing customer knowledge to increase loyalty and value 8. Ability to manage knowledge to generate shareholders value
  • 6. a) Developing & deploying a knowledge-based enterprise vision and strategy; b) Determining enterprise core competencies (knowledge assets); c) Designing a knowledge-based enterprise structure and relationships between enterprise units; d) Developing and managing enterprise knowledge value; e) Developing and managing enterprise knowledge behaviors; f) Developing and managing enterprise knowledge systems/processes; and g) Creating and managing a knowledge-based human resources strategy.
  • 7. a) Developing and deploying an enterprise management style that encourage the acquisition, sharing, and application of knowledge for enterprise value creation; b) Providing financial and non-financial enterprise support for managing knowledge; c) Encouraging and supporting an enterprise knowledge strategy and approach; d) Developing and training knowledge leaders, and e) Recognizing/rewarding knowledge leaders.
  • 8. a) Developing and deploying an enterprise knowledge creation and innovation strategy; b) Developing and training the workforce in idea generation and innovation; c) Involving customers and suppliers in the development of knowledge-based goods and services; d) Increasing/expanding enterprise knowledge; e) Managing the transfer of knowledge and ideas to point of action; f) Recognizing/rewarding innovation; g) Managing the production and/or service of knowledge-based goods and services; and h) Measuring value created from knowledge creation and innovation.
  • 9. a) Developing and deploying an enterprise intellectual capital strategy; b) Developing and training the enterprise workforce in intellectual capital concepts and tools; c) Developing tools and techniques to manage and measures intellectual capital; d) Managing and expanding intellectual capital; e) Protecting knowledge assets; and f) Recognizing/rewarding employees for increasing enterprise intellectual capital.
  • 10. a) Developing and managing the capture, categorization, and use of knowledge; b) Mapping knowledge resources throughout the organization; c) Converting tacit into explicit knowledge; d) Creating systematic mechanisms for sharing existing internal and external knowledge and best practices; e) Providing IT platforms for knowledge sharing; f) Developing CoP; g) Effectiveness in identifying and accessing internal and external expertise; and h) Establishing knowledge-based reward and recognition systems.
  • 11. a) Developing a knowledge-based enterprise learning strategy; b) Developing collaboration/partnerships for accelerated learning; c) Developing and/or acquiring learning methodologies, tools, and techniques; d) Converting tacit into explicit knowledge e) Developing CoP; f) Learning by doing; g) Coaching and mentoring; h) Developing an organizational learning infrastructure, e.g., a corporate intranet for the internal and external exchange of learning experiences; and i) Moving from individual to organizational learning.
  • 12. a) Developing and deploying an enterprise knowledge-based customer value management strategy; b) Creating and managing customer value profiles and maps; c) Creating customer value chains; d) Developing and/or acquiring tools and techniques to collect and gain value from customer knowledge; e) Developing and managing customer databases; f) Developing tools and techniques to extract value from customer knowledge; and g) Measuring changes in the customer value chain.
  • 13. a) Developing and deploying an enterprise knowledge-based strategy for increasing shareholders value; b) Mapping and developing knowledge value chain; c) Managing and measuring knowledge value chain; d) Measuring changes in enterprise shareholder value; and e) Communicating/reporting on knowledge-based value creation
  • 14. Thank You Merci bien Arigatoo Matur Nuwun Hatur Nuhun Matur se Kelangkong Syukron Kheili Mamnun Danke Terima Kasih