KM COMPETENCIES GAP ANALYSIS TEMPLATE

Overall Competency Desired Competency

Skill Area Competency Who Has It? Gap Notes
Level of Team (0-5) Level (0-5)

Foundational Project
0
Management Skills

Strategic Problem
0
Solving
Project and Program
Management
Dexterity and
0
Continuous Learning

Consistency and
Accountability 0

Business Acumen 0

Foundational KM
0
Knowledge
Consulting and Customer
Centricity
Customer Focus 0

Empathy 0

Communication 0

Change Management 0
Communication and Influence
Pursuasion 0

Networking 0

Content Management
0
Knowledge

KM Technology
0
Knowledge
Content Management,
Technology, and Data Fluency
 Content Management,
Technology, and Data Fluency
KM Data and Analytics
0
Knowledge

Aptitude to Assess 0
Emerging Technology

K010223 ©2019 APQC. ALL RIGHTS RESERVED

 HOW TO USE THIS TOOL
APQC's KM Competencies Gap Analysis Template is designed to help KM teams identify gaps between current-stat
desired competency levels. APQC recommends using the template as a group workshop activity. Bring your KM tea
(in-person, if possible) and walk through the competencies overview (another tab in this workbook). Invite particip
discuss how each competency relates to current and future-state goals for the KM team, and to share examples of
members displayed competencies.

Then, break the KM team into work groups. Depending on the size of the team, assign each work group one or mo
competency areas. Ask the work groups to identify which team members currently have each competency, and to
overall level of competency on a scale of 0 to 5. Explain that their task is to create a "first draft." They should not b
about accidentally leaving out a colleague who has a certain competency or other mistakes.

Bring the KM team back together and fill in the worksheet as a group, leaving time for discussion as needed. Once
is reached on who currently has each competency and the team's overall level of competency, ask participants to i
desired level of competency needed to meet future-state goals. Filling in the desired level will display the gap betw
and future state. As a group, discuss the biggest competency gaps and how the group can work together to fill the
K010223 ©2019 APQC. ALL RIG
OL
ntify gaps between current-state and
shop activity. Bring your KM team together
n this workbook). Invite participants to
team, and to share examples of how team

gn each work group one or more

have each competency, and to rate the
"first draft." They should not be worried
mistakes.

for discussion as needed. Once a consensus

ompetency, ask participants to identify the
d level will display the gap between current
up can work together to fill them.
©2019 APQC. ALL RIGHTS RESERVED
 CORE COMPETENCIES FOR KNOWLE

Note: A PDF version of this list can be view

Skill Area Competency

Foundational Project
Management Skills

Strategic Problem Solving

Project and Program

Management
Dexterity and Continuous
Learning

Consistency and
Accountability

Skill Area Competency

Business Acumen

Foundational KM
Knowledge

Consulting and
Customer Centricity
 Consulting and
Customer Centricity
Customer Focus

Emotional Intelligence

Skill Area Competency

Communication

Change Management

Communication and
Influence
Persuasion

Networking

Competency

Content Management
Knowledge

Content
Management,
Technology, and
Data Fluency
 Knowledge of KM Tools
and Systems
Content
Management,
Technology, and
Data Fluency
KM Data and Analytics
Knowledge

Aptitude to Assess
Emerging Technology

K010223
CORE COMPETENCIES FOR KNOWLEDGE MANAGEMENT TEAMS

Note: A PDF version of this list can be viewed and downloaded here.

What is it? Why It matters for KM

Knowledge of organizational project management processes KM needs to be able to scope and deliver projects, actively
(e.g., waterfall, Agile) and problem-solving, leadership, and manage its portfolio of KM approaches, and integrate KM
time-management skills to carry them out into project management.

The ability to address big-picture, cross-disciplinary, and KM needs to navigate the goals, needs, and capabilities of
different business areas and functions in order to deliver
complex problems with logic, synthesis, and creativity maximum benefit to the business.

High absorptive capacity to take in and apply new KM needs to evolve with the business and shift gears along
information (e.g., new methodologies, evolving with business priorities, technology options, and end-user
requirements); closely related to "adaptive leadership" needs/preferences.

Following through and building a track record of integrity by KM must be a trusted partner to related support functions
taking ownership (including when projects do not go to such as IT and HR, as well as its internal business clients
plan) and stakeholders.

What is it? Why It matters for KM

Foundational knowledge of business strategy, operations, KM needs to understand how the enterprise works in order
and related knowledge domains (or the intellectual curiosity to develop solutions that align with employee workways
to acquire it quickly) and business needs.

KM must understand the different options (including

Knowledge of available and potential KM approaches, tools, unconventional ones) available to serve internal customers.
and capabilities (including those owned/managed by IT) It also must stay abreast of new approaches to meet
evolving needs and shift course, if necessary.
 KM must stay "people-centric" and not be distracted by
Steadfast focus on the needs and point of view of customer new technologies that do not meet user needs. In addition,
groups (i.e., employees or others who use KM tools and it must recognize when a KM approach that worked
approaches) previously or with a different internal audience is not the
best fit for the group it is currently supporting.

The ability to demonstrate genuine empathy for customers

(i.e., employees or others who use KM tools and KM needs to show that it understands end users' pain,
approaches), appreciate their needs and challenges, and use hears their perspectives and opinions, values their input,
this understanding to inform the design and maintenance of and adjusts to accommodate their feedback.
KM approaches

What is it? Why It matters for KM

The ability to develop a targeted, multi-channel KM needs to ensure its messages reach every member of
communications strategy and leverage the right messages the intended audience and to deliver messages in a way
and communication techniques for different target
audiences that resonates.

The ability to develop a comprehensive strategy to guide KM needs to guide people through KM-related changes and
change, apply established change management techniques, manage the pace of KM changes in alignment with other
and understand the prevailing organizational culture(s) and organizational changes (e.g., digital transformation,
how to operate within them mergers).

The ability to "read" people, effectively communicate a KM must persuade people to both experiment with and
point of view, and win people over to a particular opinion consistently use knowledge-sharing and reuse approaches,
way of thinking tools, and systems.

The ability to connect and build trusted relationships with KM needs a circle of internal and external peers to consult
for advice, expertise, operational support, and lessons
partners in and beyond the organization
learned.

What is it? Why It matters for KM

An understanding of good content strategy, including how Many KM teams must manage content, either internally or
to manage assets throughout their lifecycle, the role of for customer-facing sites and repositories. Furthermore,
metadata and taxonomy, and structuring and providing content management is often a pain point that KM teams
access to content so that it is findable at the point of need are tasked with fixing.

Knowledge of existing systems to support knowledge flow,
their history, and strengths and weaknesses (or the
intellectual curiosity to acquire this knowledge quickly)
KM must understand how current systems work so that it
can proactively resolve, or at least work around, the
limitations of these systems. Understanding of the current
state is also required to build a business case for upgrades.

KM needs data to inform its strategy, toolkit, the people

Knowledge of available KM data that can be collected and and business areas it should focus on, and what it should
analyzed, as well as how to interpret and leverage that data do to increase adoption. It can also recommend KM data to
support other business systems, processes, and decisions.

KM needs to be able to interpret jargon from the IT group

The capacity to quickly understand and evaluate new and vendors, understand how new tech can be applied for
technologies KM, and evaluate the maturity of technologies to decide
whether to implement.
T TEAMS

Examples in action

At Fujitsu, the KM team's understanding of project management skills was key to integrating knowledge sharing and reuse into the project

To meet the enterprise-wide challenge of digitalization, BBVA's KM team created a catalog of reusable analytical models and developed a

The KM team at Catholic Relief Services used a new methodology, design thinking, to overhaul its community program to meet evolving bu

The Knowledge Solutions team at Bupa Health Insurance evolved from an administrative to a strategic role by building trust with the busin

Examples in action

When Trianz founded its KM program, the chief knowledge officer used knowledge mapping to quickly understand business needs related

The KM team at Abbott Laboratories developed a comprehensive portfolio of KM approaches, including a call center, to meet the unique
Shopify builds KM into the systems its primarily remote workforce uses every day, such as Slack and Google Chrome, and closely monitors

World Vision International integrated external experts into communities when employees requested it (even though it required out-of-th

Examples in action

Air Traffic Navigation Services caters to the preferences of its young workforce with quick, simple messages distributed across multiple pla

After a merger, Schlumberger's KM team delivered KM roadshows, realigned its community portfolio to reflect the new structure, and offe

The KM team at Consolidated Contractors Company gradually persuaded leadership and employees to buy into KM by capturing compellin

The U.S. Army Corps of Engineers (USACE) Southwestern Division shares its program management plans with, and reuses approaches deve

Examples in action

Cisco Systems used content best practices to establish ownership and lifecycle management for internal technical, human resources, and f
Grant Thornton’s KM team integrated content sources beyond its SharePoint sites and applied taxonomy in order to implement an AI-pow

General Electric uses data from KM systems to identify “knowledge brokers,” accelerate collaboration across the business, and guide the d

Mercer's KM team acts as a liaison between technologists and the business and is developing an internal digital assistant and automated c

©2019 APQC. ALL RIGHTS RESERVED