IT ADVISOR FOR KNOWLEDGE MANAGEMENT
I. PEOPLE - includes the collective value of an organization's know-how, equal to the investment an organization must make to re-create the knowledge of it's employees and to evaluate an organization's People, IT Advisor for
Knowledge Management looks at the management of both intellectual property and employees, and the structures behind worker collaboration, empowerment, and reward.
1. Organizational Values IT Advisor for Knowledge Management looks at how well an organization establishes and follows the principles that guide its business processes. Organizational values that protect intellectuall property
1.1 Principles
1.2 Policies
2. Collaboration and Sharing - IT Advisor for Knowledge Management assesses how well an organization supports collaborative efforts. These efforts inlcude activities of knowledge workers such as sharing information or
2.1 Access to Information
2.2 Collaborative Behavior
3. Empowerment - Empowerment can be a powerful force. IT Advisor for Knowledge Management looks at how well an organization encourages and supports empowerment of its knowledge workers by assessing the business
3.1 Process of creating new knowledge
3.2 Process of contributing new knowledge
3.3 Process of seeking answers
3.4 Empowering people to share knowledge
4. Recognition and Reward - Rewarding knowledge workers is a motivator. IT Advisor for Knowledge Management assesses what systems and processes an organization has in place that recognize and reward knowledge
and should ensure that intelligent reuse of knowledge is rewarded.
Poor Fair
Principles exists are known and
Principles does not exsist in a standard,
understood by organization but not
widely published form.
followed.
Formal policies exist but often ignored.
Policy complexity or obsolescence causes
No formal or informal policies.
members to view policies as too difficult to
apply or as unimportant their activities.
participation in a community related to their work tasks.
Poor Fair
Information compartamentalized and not Information informally shared between
Organizational knowledge shared freely within
shared. Unlimited access allowed only to departments. Formal knowledge- sharing
the company boundaries. Limited information
few authorized individuals and others on arrangements not supported by
shared with business partners.
case-by-case basis. organization.
Internal collaborative efforts undertaken
Collaboration not encouraged nor supported
but not fully supported by technical
by organization.
infrastructure.
processeses that relate to knowledge creation and contribution.
Poor Fair
Formal process of creating new
Formal process for creating new knowledge
knowledge exists but is not known to
does not exist.
many in organization.
Formal process for contributing new
Formal process for contributing new
knowledge exists but is not known to
knowledge does not exist.
many organization.
Formal process for seeking answers for
Formal process for seeking answers does
knowledge exists but not known to many
not exists.
in organization.
Individuals perceive benefits of sharing
knowledge, although no organizational
Individuals discouraged by organizational
policy formally encourages it. Internal
policy or culture to share knowledge.
culture promotes the sharing of ideas to
benefit organization.
workers for their efforts.
1
Good
Members of organization know that principles Principles inherently followed throughout
exist. Application of principles are a priority but organization and are incorporated in daily
only when time allows.
Policies formalized and disseminated
throughout organization. Policy imple-
mentation varies between departments. No
formal audit practices in places to oversee
policy effectiveness.
Good
Management fully supports organizational
collaborative efforts. Internal technology
infrastructure supports latest collaborative
products.
Good
New knowledge-creation process and policy
well documented and disrtibuted.
Infrastructure supporting new knowledge can
be inefficient at times
New knowledge contribution process and
policy well documented and distributed.
Infrastructure to support new knowledge
inefficient at times.
Answer-seeking process and policy well
documented and distributed. Infrastructure to
support ability to seek answers can be
inefficient at times.
Management recognizes individuals who
positively contribute to sharing knowledge.
Organizational policies outline benefits to
company and members of formal and informal
knowledge-sharing exchanges.
Excellent
business practice.
Policies formalized and disseminated
throughout organization. Efforts to
implement policies and audit their use are
institutionalized.
Excellent
Organization supports and encourages
knowledge sharing by providing full access
to information to its members and business
partners.
Organization encourages collaboration by
supporting knowledge communities where
internal and external exchange of
informationis desired.
Excellent
Broadly understood process for creating new
knowledge supported through funding and
allocating the time to create knowledge.
Broadly understood process for contributing
new knowledge supported through funding
and efficient infrastructure
Broadly understood process for seeking
answers supported through funding,
allocating time to seek out information, and
infrastructure to support searching.
Organization encourages and supports
knowledge sharing by supporting individual
participation in knowledge communities,
where internal and external exchange of
information encoruaged.
 Poor
Poor
Organization does not measure quantity or
4.1 Measurement system quality of indvidual or group contributions to
the company's knowledge base.
No programs or mechanisms to reward or
4.2 Reward system recognize sharing of knowledge artifacts or
mentoring
5. Competency Management - IT Advisor for Knowledge Management looks at how well an organization facilitated the creation of new ideas, services, or products that support its core competencies and assesses the
management skills, training, and external resources.
Poor
No (known) map summarizing the
competencies the company needs to
5.1 Competency map of required skills vs conduct its business, why they are
actual important, or the location and number of
people, organizations, and teams with those
competencies.
Company does not maintain a benchmark of
skills of employees, mapped against skills,
5.2 Skill Benchmarking
reward levels, and competencies of
competitors.
Training function is reactive service
organization that manages trainng of new
5.3 Training
hires and responds to lines or business who
request specific training courses.
No provision for integrating knowledge from
partners or customers into company, or to
5.4 External Contribution Management solicit or encourage the exchange of
knowledge between employees and
customers and partners
6. Human Resource Management - Recruiting, developing, and retaining the best knowledge workers is the lifeblood of an organization. IT Advisor for knowledge Management assesses the management of the lifecycle of
Poor
Organization does not use workforce
6.1 Workforce profiles evolution and distribution
profiling as business planning tool.
Fair
Fair
Statistics on use of knowledge-base and
repositories collected and reported, but
no pro-active work in analyzing and acting
patterns. Team processes may collect
ideas for improvement that are counted
and recorded.
Modest programs to reward and recognize
People routinely and visibly rewarded for
people for sharing knowledge artifacts,
special contributions in area of knowledge
mentoring and teaching, and working with
sharing.
others.
Fair
Competency map exists but used soley
within one organization for specific
purpose, for example, planning yearly
hiring.
Company benchmarks critical
competencies of employees in core lines
of business, and uses benchmark to
determine wage and salary increase to
maintain competetive hiring practices.
Training department includes development
and learning function that supports
managers planning for acquisition of new
skills.
Information from customers and partners
brought into company as part of specific
initiative or as a result of strategic
business partnership.
knowledge workers.
Fair
Employee profiles captures on annual
basis, but include only discernible events
such as training courses taken, do not
include data such as type of project
experience that an employees has gained.
2
Good Excellent
Good Excellent
Intranets, repositories, and conferencing All Business systems and team processes
systems collect statistics and submissions, have integrated knowledge-capture
accessses, and use of knowledge base. mechanism that identify key contributors and
Statistics reviewed periodically to determine users of knowledge. All software systems
quality of contributions and to identify key reuse exsiting code before developing new,
contributors and users. as an engineering principal.
Contributions to knowledge system and
knowledge sharing are significant (25% or
greater) portion of individual peformance
reviews.
Good Excellent
Competency map used as part of the
strategic planning process to assess viablity
All Senior executives can access and provide
of new products, services, or lines of
input to competency map during regular and
business. The map is accessible to assist in
strategic planning sessions.
the rapid response to market and customer
demands.
Skills benchmarking includes an New business processes designed using
acknowledgement of the most the most industry best practice as benchmarks.
trusted sources for knowledge about key Organization rapidly develops new products
business processes and groups who maintain or implement new processes and programs
this knowledge are also encouraged to because skills benchmarking has kept them
maintain state-of-the art industry knowledge. at leading edge of their industry.
Organizational learning is a fundamental
Development and learning function has agents aspect of all personal development, and
that participate in lines of business and contributors are expected to mentor and
provide training strategies to support business train others as part of their jobs. Training is
initiatives. available on just-in-time basis, tailored to
cognitive style of individual.
Company extranet or other shared Product and service development
infrastructure for customer and partner access incorporate customers and partners in
to specific information in support of ongoing design process, ensuring knowledge about
programs. Content includes training , product end products use is incorporated. Product
and service specifications, information, and delivery and distribution strategies include
schedules, and event calendars. proactive and interactvie knowledge transfer.
Good Excellent
All lines of business have access to
workforce profiles so are able to respond
Workforce profile inlcudes ongoing update
quickly to new business opportunities.
mechanism that enables employees to see
Strategic shifts in company trigger review
how specific skills and experience are
and modification to workforce profile and
accumulating and being used.
rapid shifts in recruitment, hiring, and
acquisition.
 Poor
Annual salary-review process for setting
goals and measuring progress for
6.2 Performance Management
employees. Designed to manage poor
performance and reward good ones.
Fair Good
Managers help employees set career goals
Annual performance- review process
and trade information across business units
includes professional and personal
about outstanding performers who express
development plans for individuals based
interest in moving outside current line of
on individuals' goal.
business.
Excellent
Employees rewarded and promoted or
moved laterally to ensure company is
acquiring knowledge in identified critical new
areas, and that knowledge is being
transferred across organizations and
divisions to support maximum synergy and
innovation.

Recruitment and training programs Employees encouraged to explore areas

developed in response to business planning
process. Once hired, people are managed
6.3 Recruiting, developing, and retaining
within closely-prescribed career paths and
only motivated and outstanding people can
access career opportunities.
Individuals maybe able to select career
Annual performance review enable outside current line of business and such
advance along either a management or
individuals to state personal and movement is supported by active support of
individual contributor (expert) path, with
professional career goals. Managers cross-organizational teaming and
expectation that financial and organizational
attempt to support wishes. knowledge-transfer events where expertise
rewards are equivalent regardless of path.
in one area can be applied to another.

II. PROCESS AND TECHNOLOGY - refers to the value of products, systems, or services an organization has built. To evaluate an organization's Process and technology, IT advisor for Knowledge Management first looks at
several underlying forces: the physical environment, leadership, and business processes and then focuses on the actual handling and organization of information.

1. Places and Spaces - It Advisor for Knowledge Management looks at how well an organization's physical and technical infrastuctures support the interaction, information exchange and collaboration of knowledge workers-
whether on-site, at home, or travelling.

Poor Fair Good Excellent

Able to support knowledge workers only
within organization's own offices in limited
1.1 Geographical dispersion
specific geographic area (e.g. USA, UK,
etc.)
Able to support knowledge workers only
Able to support knowledge workers anywhere
within organization's own offices in Able to support knowledge workers
within broad geographic area.(e.g. USA, and
broader geographics area. (e.g, USA, UK, anywhere in the world at anytime.
Europe, but not Asia)
but not in Asia)

Location have no conference room or Locations have few conference rooms and Adequate meeting facilities exists. Ocassional Variety of facilities exists as well as multi-
1.2 Physical places for people to come
physical meeting places. No management physical meeting places. Little event designed to encourage interaction location planned events that encourage
together
support for such places. management support for such places. occur. face-to-face knowledge exchange.

Conference and meeting rooms fully

Conference or meeting rooms not equipped
to support in-depth knowledge exchange.
1.3 Facilitation tools
No audio visual, computer, technical aids
available.
Conference or meeting rooms minimally
Conference or meeting rooms equipped to equipped to support in-depth knowledge
equipped to support in-depth knowledge
support in-depth knowledge exchange. exchange. Collaborative groupware
exchange. White boards, audio visual,
Electric white boards, audio visual, and video (supports) types of tools present including
and video conferencing technology
conferencing technology available. electric white boards, audio visual, and
available.
video conferencing technology.

People located on multiple floors or Offices may be cubicles, however there are
Buildings are isolated and do not provide Office layout and furniture incorporate tables
1.4 Buildings mutiple locations but common areas suchs spaces designed for groups to gather
natural interaction space inside and discussion areas.
as cafeteria encourage interaction. informally.

2. Organizational Design -IT Advisor for Knowledge Management assesses organization design by examining an organization's vision and integration of knowledge management and the involvement of leaders and staff, and the
use of extended resources.

Poor Fair Good Excellent

Some analysis of knowledge demands

Traditional hierarchy with no consideration Knowledge communities identified and The organization has been transformed as a
2.1 Knowledge management vision and consideration of knowledge flows in
of knowledge flows. supported by organizational design. kowledge-based business.
organizational designs.

Knowledge management recognized and

promoted by organizational leaders and
Knowledge-management authority Knowledge-management authority exists
No authority exists for knowledge formal communications. Knowledge-
2.2 Authority excercised within a specific process or within business units, but no enterprise
management management activities and results,
domain only. authority coordinating programs.
monitored, and feedback reported to
corporate decision makers.

3

2.3 Responsibility
2.4 Extended Community
3. Business Processes - IT Advisor for Knowledge Management assesses an organization's knowledge-based business processes as they relate to creating and capturing knowledge and the storage, availability, and
3.1 Knowledge needed for business
3.2 Capturing Knowledge resutling from
business process
3.3 Knowledge enabling of key business
process
3.4 Codify and maintain business process
knowledge as an asset
4. KM Capabilities - Knowledge Management capabilities include those systems that address cost-efficient and non-intrusive knowledge capture, and retreival, and automated publishing and distribution throughout the
4.1 Non-intrusive knowledge capture and
delivery process
4.2 Cost-efficient knowledge capture and
retrieval system
4.3 Automated publishing and distribution
Little data analysis capability. Multiple
systems generate their own static reports
4.4 Effectiveness in data analysis and deriving
that are pre-defined and hard to interpret.
info from it
Very difficult to add new reports to the
system.
4.5 Enable collaboration, sharing tasks
across time and distance
Poor
No one feels responsible for knowledge
management.
Organization does not know or care about
how external services or partners could
suppliment organization.
maintenance of knoweldge.
Poor
Identified only the data inputs for online
transaction processing (OLTP) systems.
No systematic process or approach for
feedback of knowledge.
No attempt to "add knowledge" to process.
Business process knowledge is not
formatted properly for storage, making
access to the information inefficient.
Poor
No cost analysis has been done regarding
knowledge capture and retrieval and
benefits of both.
Knowledge capture and delivery is
Metrics have been developed and some
fragmented among disparate systems and
analysis has been done.
use disparate standards and nomenclature.
No automated publishing mechnism are
available to knowledge workers from their
deskstops on an ad-hoc basis.
Only limited collaboration capabilities exist.
There is minimal support for creating and
managing shared calendars, tasks, or
projects, praticularly beyond the local
geography. No way to capture results of
cooperative work.
Fair
Knowledge-management group
designated as responsible but individual
staff feels no responsibility.
Knowledge base of extended community
people and services under development
Fair
Identified explicit data, structured, and
unstructured, for most important
processes.
Feedback mechanisms or apporaches
under investigation.
Knowledge sources, such as other
systems, data or documents available for
access or searching by process
participants.
Rules are in place for storing business-
process knowledge, but IT Management
does not fully support maintaining
knowledge as an asset.
organization.
Fair
Knowledge capture and delivery requires
a separate process but are easy and
effective.
Automated publishing is available but
A process and automated tools are available A system exists that enables users to
does adequately meet the needs for
and easily configured or deployed for users to perform intranet publishing with little more
richness, ease of use, or other factors thus
publish content in a relatively ad-hoc mode.
inhibiting its use.
Data analysis exists in pockets in the
organization. Some department have
built flexible reporting systems . Other
departments still have inflexible systems
and data is hard to get out.
Collaboration is supported in a structured
manner, generally through the
implementation of a specific application on
a project by project basis. Little support
for real-time collaboration.
4
Good
Staff participates in knowledge-management
activities (creation, capture, discovery, and
access) but rely on a knowledge-management
function to have responsibility for system as a
whole.
Knowledge based of extended community
people and services and their knowledge
domains exists.
Good
Identified tacit knowledge requirements flow in knowledge needed by business process,
addition to others.
Feedback knowledge captured and formatted
for some high-value processes such as
Customer Relationship Management and
Customer Value Management.
Knowledge available during a process, e.g.
context-sensitive, "rich" help services.
Rules are in place for storing business-
process knowledge and management
supports maintaining it as an asset. But the
technical infrastructure is not in place to make
easily accessible.
Good
Some processes or some knowledge have a
level of automated capture, feedback, or
delivery for example, within a call Center or a
Customer-Management system.
Metrics and analysis techniques are
developed for a pilot system at a minimum.
than a mouse click.
Flexible systems in the organization that
support ad-hoc reporting capabilities. Data
Warehouses has been built on top of
transaction oriented systems that provide data
consolidation and aggregation.
Collaboration is supported both structured
and unstructured fashion across a common
set of systems. All users throughout
geographically dispersed organization can
participate in a virtual team or project.
Excellent
Virtually all staff feels responsible for
building and contributing to enterprise and
cooperate in both individual and group
activities to that end.
Roles and interfaces identified to ensure
organization uses external services and
partner experiences in knowledge base to
best advantage.
Excellent
Identified and mapped sources of all
regardless of source location, type, form or
format.
Organization captures feedback knowledge
created in key processes, even if process
has been outsourced to partner or external
party.
Knowledge automatically and preemptively
made available to many business-process
participants.
Business-process knowledge is stored in a
codified but easily accessible form and is
updated in accordance with configuration
management standards.
Excellent
Knowledge is captured, delivered, and
accessed automatically or preemptively by
key systems or processes.
Metrics has been developed for the most
valuable knowledge and processes, and the
organization understand their cost
effectiveness.
On demand data analysis that are web
based and well integrated with desk top
productivity tools. The user can derive
effectvie business intelligence from the
reports. High degree of sponsorship.
Collaboration occurs in both organic and
systemic ways. Ad hoc collaboration is
supported where users can create virtual
spaces, select group members, manage
their collaborative activities, and archive
content.
 Poor Fair Good Excellent
5. Techonology Infrastructure - IT Advisor for Knowledge Management assesses the overall robustness of an organization's technology as it relates to knowledge management systems. IT Advisor for Knowleldge Management
also focuses on personal and group productivity tools.

Poor Fair Good Excellent

De-facto architecture and systems
capabilities with no central standrards,
5.1 Architecture and systems porfolio
control, or support. Business areas or
departments are on their own.
A business driven architecture exists, based
Architecture and systems portfolio are driven
Technical-focused architecture exists, but on standards, productivity tools and
by overall business strategy. Principles and
there is little buy-in and many exceptions. capabilities for content capture, management
standards are well understood and adhered
Few productivity and sharing capabilities and analysis are generally available.
to, and available tool are widely and
exists. Standards are not always enforced and
productively used.
exceptions exist.

Few or non centrallized capabilities are

5.2 Infrastructure capabilities
available to locate other personnel,
expertise, or content. No online meeting
capability exists. Issues of security,
connectivity, availability, manageability, and
capacity are considered only on an ad-hoc
basis.
Centrally controlled and managed
Limited capabilities exists but are not used
infrastructure capabilities exists. Issues of
consistently. Individual business areas or
security, connectivity, availability Capabilities are available , are understood,
department often have their own
manageability, and capacity are addressed. and are used to business advantage.
capabilities, but typically these are not
Capabilities are generally available. But use is
generally available.
not mandated.

6. Content Management - Content and how it is captured and stored is an important facet of knowledge management. IT Advisor for Knowledge Management looks at and organization's standards and management practices as
well as the organization's knowledge of existing content, the processes for version control, configuration management, acess to content, distribution processes, and status.

Poor Fair Good Excellent

There is ad hoc content management, but
There is no structured management of no taxonomy or overall architecture is
6.1 Content architecture
content. defined. Content is not considered
context.
Centralized rules and capabilities for content Content management is available and
management exist. The technical architecture consistently applied across the organization,
for content management is well defined and and is used productively to business
content growth is anticipated and planned for. advantage.

It is understood that containers can Information on available containers,

include people and things. There are no
Concept for container is not understood or
6.2 Containers standard or guidelines for creating
applied.
standard metadata about containers.
Access to containers is ad-hoc.
There is an understanding of where containers
including numbers, capacity, and ownership,
exists, and guidelines for creating and
is available to all, and widely and
maintaining container metadata, and for
productively used. Access to containers is
access to containers exist.
controlled based on security policy.

A version-controlled process exists, but is Automated assistance for version control is

No-version control process exists, and it is Automatic version management is in place.
6.3 Version Control is manual and compliance is poor. available and generally used. Version
impossible to identify versions or content. There is no version confusion.
Version confusion is common. confusion is rare.

A configuration management process Automated assistance for configuration

6.4 Configuration Management
Automatic version control for content is
No configuration management process exists, but it is manual and compliance is management is available and generally used.
available and easy to use. Construction of
exists, and the construction of complex difficult and poor. The construction of Construction of complex content is straight
complex content is straight forward and error
content is error prone and time consuming. complex content is often error prone and forward but requires care to eliminate errors
free.
time consuming. and rework.

No distribution process exists and replicas There is manual distribution process in There is automated assistance for the Replication of content is automatic, and
6.5 Distribution process are only updated when discrepancy is place to control content replication, but is replication of content, and replication errors replicas always reflect consistent versions of
discovered. is difficult to manage and prone to error. are rare. content.

Distribution status connot be accurately and Distribution status can be determined, but Distribution status can be determined if
6.6 Distribution Status Distribution status is readily available.
reliably determined. it is difficult and time-consuming process. necessary, but some effort is required.

Some (formal) access controls exists, but
6.7 Access Controls No formal access control exists. they are inadequate and not uniformly
used.
Adequate access controls are available but
Access controls are available, easy to use
effort is required to use them and they are
and difficult to bypass.
sometimes ignored or bypassed.

7. Measurement - Measuring capacity, activity and usage patterns of a knowledge management system helps determine its effectiveness and highlight opportunities for improvement.

Poor Fair Good Excellent

5
 Poor Fair Good Excellent
Measurement are made on a systematic Measurement is easy and automatic.
Measurement does not occur except on an Measurements are made on a systematic
basis, but significant effort is required and Results are reliable and routinely used to
7.1 Capacity ad hoc basis, and are not systematically basis and useful results are obtained.
the information is not considered reliable manage the knowledge- management
tracked Significant effort is required.
or useful. environment.

Measurement are made on a systematic Measurement is easy and automatic.

Measurement does not occur except on an Measurements are made on a systematic
basis, but significant effort is required and Results are reliable and routinely used to
7.2 Activity ad hoc basis, and are not systematically basis and useful results are obtained.
the information is not considered reliable manage the knowledge management
tracked. Significant effort is required.
or useful. environment.
Tracking facilities exists for most areas of Tracking facilities are available for all areas
Tracking capabilities exists for some
No usage or observed-behavior tracking interest. Results are available for most areas of interest and results are routinely used to
7.3 Observed behavior critical functions, but results are difficult to
capabilities exists. of interest. Analysis is sometimes difficult or adjust the performance of related
use and do not cover all areas of interest.
time consuming. capabilities.

An attempt to assess and track the value
No attempt made to assess the value of of contents is made, but it does not cover
7.4 Content Value
content all content, and is not seen as accurate or
reliable in all cases.
An attempt is made to assess and track the
An appropriate level of accurate and reliable
value of specified items or areas of content
value assessment is available for all items
where tracking occurs. the results are
and areas of content.
accurate and reliable.

8. Organizational Memory - IT Advisor for Knowledge Management assesses organizational memory by reviewing how well an organization structures, stores, and is able to retrieve past knowledge and learn from previous
decision-making processes.

Poor Fair Good Excellent

Reliable source integrity can usually be
established, but is often requires
8.1 Source integrity There is no effective source integrity.
significant effort and is sometimes
impossible to achieve.
Reliable source integrity can always be
Reliable source integrity is automatically
established, but sometimes requires
available for any item of content.
significant effort.

An audit trail can usually be established,

There is no effective audit trail for an item or A reliable audit trail can always be established A reliable audit trail is automatically available
8.2 Audit trail but it often requires significant effort and is
content. but it sometimes requires a significant effort. for any item of content.
sometimes impossible to achieve.

A past decision point can sometimes

There is no way to roll back content to re-
accurately re-created, but significant effort A past decision point can always be re-created Past decision points can always be re-
8.3 Decision History create a valid point of view for a past
is required and it is not always possible to but significant effort is almost always required. created without significant effort.
decision point.
achieve.

The result of past business decisions are
8.4 Organizational Learning not available or too difficult to access and
seldom factor in current decision making.
Past decisions can sometimes be a factor Past decisions are routinely examined during
Past decisions are routinely and easily
in current decision-making, but significant current decision-making, but significant effort
considered in concurrent decision making.
efforts is required. is required.

Historic business knwoledge is available, Simulation, based on historic business

Historic business knowledge is not available Historic business knowledge is really
8.5 Simulation but singificant effort is required, and it is knowledge is routine aspect of business
for use in business simulations available, but simulationis not often used.
seldom used. management.

III. Business Relationship Management - Business Relationship Management is the final area in the survey. It involves knowledge of both customers and partners. Business Realtionship Management refers to the value of the
relationships an organization has built with its customers and partners. To evaluate an organization's Business Relationship Management assets, IT Advisor for Knowledge Management examines the interfaces and management of
both customer and partner relationships, how the value of its products are measured.

1. Customer Value Management - To assess Customer-Value Management, IT Advisor for Knowledge Management looks at how well and organization knows its customers. Specific aspects include the interfaces in place to
share and deliver information with customers and how easily customers can conduct business with the organization.

Poor Fair Good Excellent

Complete knowledge of available personal

Some knowledge of some available Moderate knowledge of some available
Little or no knowledge of available personal and systems interfaces to communicate with
personal and systems intefaces to personal and systems interfaces to
1.1 Knowledge-sharing interfaces and systems interfaces to communicate with each customer, together with their
communicate with each customer but do communicate with each customer, together
each customer preferences. Knowledge used to maximize
not understand their preferences. with their preferences.
their value to us.

6
 Poor Fair Good Excellent

Detailed knowledge of customers used to

Each customer treated the same because
of insufficient information to differentiate
1.2 Value-based relationship between them. Hence over-investing in
low-profitability customer and under-serving
high-margin customers.
Average knowledge of customers used to
Detailed knowledge of customers used to provide the most profitable protfolio of
provide profitable portfolios of products
provide the most profitable portfolio of products and services to each customer
and services to each customer segment
products and services to each customer based based on their volume, profitability and
based on average volume, profitability,
on their volume, profitability and behavior. behavior, responding to each in the context
and behavior.
of previous contact.

Knowledge of individual customers used to

Knowledge of individual customers used to
provide business relationships that are
All customers required to conform the same Limited knowledge of individual customer provide business relationships that are
customized to their needs in terms of time,
1.3 Reflective relationships business relationship because organization used to provide choice of standard somewhat customized to their needs in terms
place, method of communication, and
does not understand different requirement. business relationships. of time and place and access to information,
access to information, hence maximizing
hence minimizing support costs.
revenue.

Due to limited knowledge of market Due to reasonable knowledge of market Due to detailed knoweldge of market micro-
Standard offers made to customers because segments, organization can target segment, and ability to tailor products, and segment and ability to tailor products,
1.4 Mass Customization organization does not have knowledge to promotions, and make offers to large services, organization can make compelling services,organization can make compelling
target groups. groups of customers with common offers to large groups of customers with offers to small groups of customers with
characteristics. common characteristics common detailed characteristics.

2. Customer Relationship - IT Advisor for Knowledge Management assesses Customer-Relationship Management by measuring how well an organization adds value to customer relationships and recalls key customer
information and interactions, including how they use the organization's products.

Poor Fair Good Excellent

Each customer provided with self-servce

Standard-self-service mechanism provided,
but no value-added information, because
2.1 Customer-relationship Management
the organization does not understand what
would be added value.
Each customer treated as an individual. Every Each customer treated as an individual and
choices and make a choice because the
person is treated in a way most relevant to every person is treated in a way most
organization does not knowl their
their overall business. Organization relevant to their needs. Organization
preferred methods. Organization
understands ratio of actual to potential value undestands actual and potential value of
understands value of individual customer
of customer. contact within customer.
but cannot compare it to potential value.

Any person contacting or being contacted by

Unable to provide history of previous Nominated, single point of contact has Any person contacting or being contacted by custoemr has immediate access to complete
2.2 Customer-Event Management contacts to people contacting or being immediate access to complete history of customer has immediate access to history of history of previous contacts and is perceived
contacted by the customer. previous contacts. previous contacts. as knowledgeable by customer due to
guidance of contact support system.

2.3 Selection and presentation of relevant
information
Some systems for customers or people in
contact with customers can be instructed
No system for customer or people in contact
to provide information that is relevant to
with customers provides information that is
current situation ( for example, if a major
relevant to current situation (for example
system is down) reporting on system
knowing that a major system is down).
status before highlighting overdue account
information.
All systems for customers or people in
All systems for customers or people in contact
contact with customers automatically
with customers can provide information that is
provides information that is relevant to the
relevant to the current situation (for example, if
current situation (for example, if major
major system is downm reporting on system
system is downm reporting on system status
status before highlighting overdue account
before highlighting overdue account
information..
information..

Systems contain enough data about
customers to be able to predict questions
Insufficient knowledge about customers to before asked. For example, asking a
2.4 Procative delivery of information
predict their questions. customer whose daughter just turned 16 if
they will need to add her to their
automobile insurance.
Systems contain enough data about customer
to be able to predict questions beofre asked
and to propose answers. For exampl, asking
a customer whose daughter just turned 16 it
they will need to add her to their automobile
insurance.
Systems contain enouhg data about
customers to be able to add valuable
information for example, asking a customer
whose daughter just turned 16 if they will
need to add her to automobile insurance
and also providing a quote.

Enough knowledge about who uses proucts

Enough knowledge about who uses Enough knowledge about who uses our and for what purposes to set-up
No knowledge on who uses organization's
2.5 Community development products to support customers who want products to support customers who want to communities of shared interst to develop
products or why.
to develop and share best practices. develop andnshare best practices. and share best practices with contributions
from experts.

7
 Poor
3. Partner Value Management - To assess Partner Value Manaagement, IT Advisor for Knoweldge Management looks how well and organization knows its business partners. Specific aspect include the interfaces in place to
share and deliver information, knowledge about partners, and how easily partners can conduct business with the organization.
Poor
Very little or no knowledge of existing
3.1 Awareness of knowledge-sharing interfaces
interfaces to partners.
Haphazard process of knowledge
transmission. Happens only based ib
3.2 Sharing of business knowledge
certain events and individuals and with no
coordination.
3.3 Ease of partners feedback and doing
Non-existent feedback mechanism.
business with organization
3.4 Partner-community value and segmenting No segmentation of partner community
3.5 Customized knowledge transfer based on
No customization.
segment
No effort at measuring value. No usage
3.6 Knowledge-transfer measurements
data tracked.
4. Partner Relationship Management - IT Advisor for Knowledge Management measures how well you deliver value to your business partners by exploring your Partner Relationship Management. We look at how well you know
and remember key partner information and interactions, your knowledge about who your partners are, and how they use your products.
Poor
4.1 Measurements for partner relationships No benchmarks or systems in place.
4.2 Partner-event management No systems in place.
5. Product Value management - It Advisor for Knowledge Management looks at how an organization measures and verifies product value to the market, customers, and partners. This includes the ease with which customers
provide product feeback, system effectiveness in sharing relevant product information with partners, and the organization's effectiveness in developing joint business opportunities with customers.
Poor
5.1 Measuring of brand value to customers No systems in place.
5.2 Neutral-party verification of brand value No effort
Fair Good Excellent
Fair Good Excellent
Awarel of all interfaces. Process in place to Aware of all interfaces with partners, and all
Aware of some interfaces, but no
define and develop new interfaces with planned and managed. Partners are made
knowledge of most.
partners. aware of new types of possible interfaces.
Two-way system shares and captures
Process exists for some groups and Organized and defined process for sharing of targeted information by partner segment;
departments, but most are manual or are knowledge with partner community. In most feedback monitored on regular basis.
based in difficult-to-use technologies and cases knowledge is transmitted from us to the Partners ethused. Increased efficiency of
systems. partner. organization. Organization relies on
intefaces.
No defined process feedback. Feedback Innovative tools constantly capture and
only given to groups or individuals who Defined process and enabling tools to capture analyze partner feedback on a real-time
share knowledge with partners. No feedback from partners. In most cases, basis, and changes reported to application
corrective action taken based on interfaces altered based on feedback. people for action. Correctvie actions taken
feedback. immediately.
Company wide initiative in segmenting Well-publicized company wide initiative for
Some attempts at tailoring interfaces to
partners based on business. Small group of segmenting partners. Partner community
type of business partner.
individuals manage partner relationships. fully aware of this.
Knowledge sharing tailored to each segment. Innovatitve way of sharing knowledge.
Most effort localized and totally dependent
Same type of knowledge shared with each Knowledge tailored to specific groups and
on individuals implementing it.
segment. individuals in partner community.
Organized processes and enabling systems
Value measurement done by individuals Usage data tracked and shared with
for managing and tracking usage data. Data
who initiate knowledge transfer. Limited partners. Knowledge sharing constantly
fedback to concerned departments and groups
data available about knowledge use. monitored based on feedback.
for further action.
Fair Good Excellent
No benchmarks available. Quality
Available company wide metrics for Totally decentralized process of managing
measurement done in pockets by
measuring quality of relationship with each quality of relationship. Sufficient sponsorship
individuals who share their knowledge with
partner. at any organization level and group levels.
counterparts in partner organizations.
System able to store transcripts of each
Home-grown systems in certain interaction. Data available that can be
Uniform systems on well-published metrics to
departments, managed by certain searched and indexed. Case history of
track interaction with each partner.
individuals. transaction stored and available for analysis
to both internal people as well as partners.
Fair Good Excellent
Product-brand management tailored an
Localized efforts by certain product teams. Product-brand management tailored to
accepted activity. Enterprise efforts to
No coordinated brand-management effort. specific customer segments.
communicate brand value to customers.
Neutral-party verfiication part of the product-
Every group manages its own effort and Neutral-party verification done on periodic
value management function and done
can commision a neutral entity. basis throughout life cycle of product.
everytime new product is released.
8

5.3 Monitoring of brand reputation
5.4 Support of partner's post-sales issues
5.5 Sharing of relative product information with
partners
5.6 Product feedback loop
5.7 Joint opportunity awareness
6. Competitors - IT Advisor for Knowledge Management assesses your knowledge about your Competitors and how customers interact with them.
6.1 Competitive Intelligence
Poor
No checks and balance.
Not effective. Haphazard effort at supporting
post sales issues.
Not effective. Information sent to partners in
bits and pieces. Partner confused with
information sent to them.
Non existent or poor system.
Little awareness of opportunities ans
relevant partners. Rarely identifies joint
working opportunities.
Little knowledge of competitors in this
market. Are often taken by surprises.
Fair
Every product owner responsible for Enterprise wide group for managing brand
managing reputation of their own brand or reputation. Group communicates with product partner segment. Communication tailored
product. owners and partners on regular basis.
Post-sales issues managed by every
product group in their own way. Some
effective, others not.
Products owner share information with
partners on their own. Partners may have
different things about product from
different people.
System in place but varies by product or
group. Difficult to access and retrieve
relevant information.
Joint business opportunities sometimes
recognized by certain proactive indiviuals.
Nor enterprise wide effort at finding joint
business opportunities.
Some knowledge of some majot actual
and potential competitors in this market,
together with some perception of their key
customers.
9
Good Excellent
Brand-reputation management done by
base on segment.
Post-sales issues managed by enterprise wide Pro-active support to partners. Experts,
group. Group communicates regulary with dedicated to every partner or partner
product owners. segment.
Enterprise wide program and events for Communication customized for every
sharing product information with partners. partner or partner segment. Value
Established channels for communication with propositions for products customermized
partners. and communicated to every partner.
Proactive systems seek and retrieve
Centralized product-feedback systems. Easy relevant feedback. Customers and partners
to provide and retrieve feedback. involved in providing feedback very early in
product life cycle.
Established process for working with partners. Enterprise wide business alliance program.
Company proactively seeks joint business Company proactively identifies and shares
opportunities. Team-oriented culture exists in joint business opportunities with business
company. partners.
Knowledge of most of major actual and
Knowledge of all major actual and potential
potential competitors in this market, together
competitors in this market, together with
with some perception of their strategies,
their strategies, tactics, and key customers.
tactics,a nd key customers, key knowledge
Knowledge used to maximize yield per
used to minimize loss of customers to
customer.
competition.
Name:
Position: QA & R manager
Dept. No: KNOWLEDGE MANAGEMENT SURVEY ANSWER SHEET
Years in position: 2
Years w/ company: 16

Items Ratings Remarks/Comments

I. PEOPLE
1. Organizational Values Poor Fair Good Excellent

1.1 Principles
x Principles not widely published

1.2 Policies
x Know only of patent policy
2. Collaboration and Sharing Poor Fair Good Excellent

2.1 Access to information

x
2.2 Collaborative behavior
x
3. Empowerment Poor Fair Good Excellent

3.1 Process of creating new knowledge

x

3.2 Process of contributing new knowledge

x

3.3 Process of seeking answers

x

3.4 Empowering people to share knowledge

x
4. Recognition and Reward Poor Fair Good Excellent

4.1 Measurement system

x

4.2 Reward System

x
5. Competency development Poor Fair Good Excellent

5.1 Competency map of required skills vs actual

x

5.2 Skill Benchmarking

x

5.3 Training
x

5.4 External Contribution Management

x
6. Human Resource Management Poor Fair Good Excellent

6.1 Workforce profiles evolutions and distribution

x

6.2 Performance Management

x

6.3 Recruiting, developing, and retaining

x

II. PROCESS AND TECHNOLOGY

1. Places and Spaces Poor Fair Good Excellent

1.1 Geographical dispersion

x

10
 1.2 Physical places for people to come together
x

1.3 Facilitation tools

x

1.4 Buildings
x
2. Organization Design Poor Fair Good Excellent

2.1 Knowledge Management Vision

x

2.2 Authority
x

2.3 Responsibility
x

2.4 Extended Community

x
3. Business Process Poor Fair Good Excellent

3.1 Knowledge needed for business

x

3.2 Capturing knowledge resulting from business

process
x
3.3 Knowledge enabling of key business
process x

3.4 Codify and maintain business process

knowledge as an asset
x
4. KM Capabilities Poor Fair Good Excellent
4.1 Non-intrusive knowledge capture and
delivery process
x
4.2 Cost-efficient knowledge capture and
retrieval system x

4.3 Automated publishing and distribution

x
4.4 Effectiveness in data analysis and deriving
information from it x

4.5 Enable collaboration, sharing tasks across

time and distance
x
5. Technology Infrastructure Poor Fair Good Excellent

5.1 Architecture and systems portfolio

x

5.2 Infrastructure capabilities

x
6. Content Management Poor Fair Good Excellent

6.1 Content architecture

x

6.2 Containers
x

6.3 Version Control

x

11
 6.4 Configuration Management
x

6.5 Distribution process

x

6.6 Distribution Status

x

6.7 Access Control

x
7. Measurement Poor Fair Good Excellent

7.1 Capacity
x

7.2 Activity
x

7.3 Observed behavior

x

7.4 Content Value

x
8. Organizational Memory Poor Fair Good Excellent

8.1 Source integrity

x

8.2 Audit Trail

x

8.3 Decision History

x

8.4 Organizational Learning

x

8.5 Simulation
x

III. BUSINESS RELATIONSHIP MANAGEMENT

1. Customer Value Management Poor Fair Good Excellent

1.1 Knowledge-sharing interfaces

x

1.2 Value-based relationship

x

1.3 Reflective Relationships

x

1.4 Mass Customization

x
2. Customer Relationship Poor Fair Good Excellent

2.1 Customer-relationship Management

x

2.2 Customer-event Management

x
2.3 Selection and presentation of relevant
information
x

2.4 Proactive delivery of information

x

12
 2.5 Community development
x No difference bet fair and good
3. Partner Value Management Poor Fair Good Excellent

3.1 Awareness of knowledge-sharing interfaces

x

3.2 Sharing of business knowledge

x

3.3 Ease of partners feedback and doing business

with organization
x

3.4 Partner-community value and segmenting

x
3.5 Customized knowledge transfer based on
segment. x

3.6 Knowledge-transfer measurements

x
4. Partner Relationship Management Poor Fair Good Excellent

4.1 Measurements for partner relationships

x

4.2 Partner-event management

x
5. Product Value Management Poor Fair Good Excellent

5.1 Measuring of brand value to customers

x

5.2 Neutral-party verification of brand value

x

5.3 Monitoring of brand value

x

5.4 Support of partner's post-sales issues

x
5.5 Sharing of relative product information with
partners x

5.6 Product feedback loop

x

5.7 Joint opportunity awareness

x
6. Competitors Poor Fair Good Excellent

6.1 Competitive Intelligence

x

13