Measuring knowledge and KM in an organization with an explicit top-down knowledge strategy
ISSN der Zeitschrift
WM 2003: Professionelles Wissesmanagement – Erfahrungen und Visionen, Beiträge der 2. Konferenz Professionelles Wissensmanagement
Regular Research Papers
Gesellschaft für Informatik e.V.
A cornerstone in the integration of Knowledge Management (KM) in the business is the extension of the business strategy with a knowledge strategy. The Knowledge Strategy Process (KSP) at Siemens follows a top-down approach and helps the management to integrate knowledge strategy effectively in their business strategy. Furthermore, it brings the decision makers of a business unit on one table to draw up an action plan for their respective business unit. In six consequent steps, this action plan is generated to improve the way of working and learning by focusing on knowledge areas with highest impact on the major business ambitions. With a knowledge strategy, the pressure on impact measurements for KM is released, since sense and need for the KM program is understood and it is driven by the management. Only very reasonable cost-benefit checks will be required for larger investment plans by the business owner. An overview on diagnostics and mesurements for knowledge and KM as well as a list of open KM research issues is given for the full integration of KM into the business.