Presentation on theme: "CHAPTER 9 KM STRATEGY AND METRICS. INTRODUCTION This chapter discusses two more additions to the integrated KM cycle: a sound KM strategy that is linked."— Presentation transcript:
CHAPTER 9 KM STRATEGY AND METRICS
INTRODUCTION This chapter discusses two more additions to the integrated KM cycle: a sound KM strategy that is linked to the overall business objectives of the organization and a good metrics framework to monitor progress toward those organizational goals (see Figure 9-1).
INTRODUCTION The two most commonly encountered objectives of knowledge management are innovation and reuse. Innovation is closely linked to the generation of new knowledge or new linkages between existing knowledge. Reuse forms the basis for organizational learning and should be viewed more as a dissemination of innovation.
INTRODUCTION A number of different types of business requirements may trigger the need for KM. The most commonly encountered business drivers include: 1. Imminent retirement of key personnel. 2. Need for innovation to compete in a dynamic, challenging business environment. 3. Need for internal efficiencies in order to reduce costs and effort (e.g., time to market a new product).
INTRODUCTION A balance between innovation and organizational structure should be the desired outcome of a good KM strategy. In the past, innovation and reuse (efficiency garnered through institutionalization of KM processes) have often been presented as mutually exclusive objectives. Organizational KM strategies were characterized as either aimed toward promoting innovation or increasing efficiency through organizational structure.
FRAMEWORK ZACK Analisis eksternal organisasi Faktor kunci sukses Strategi organisasi Kekuatan dan Kelemahan Peluang dan ancaman Analisis Internal organisasi Apa yg hrs dilakukan organisasi Apa yg dpt dilakukan organisasi Apa yg hrs diketahui organisasi Apa yg sudah diketahui organisasi Penyusunan Strategi Organisasi Analisis Knowledge Gap Strategic Gap Knowledge Gap