1. Stages of Organization Maturity
Non-cohesive culture
Decision making in-flight
Leadership structure vague
Operation model undefined
Employees evaporating
Multiple local cultures, leadership structures and operation models
Local decision making
Employee turnover high except in preferred classes of employees
Similar local cultures
Local decision making based on corporate strategy
Local leadership linked to corporate leadership team
Corporate operation model pushed down to local level
Stable employee base
Cohesive corporate culture and operation model
Corporate strategy drives operational tactics
Corporate leadership team coaches & empowers local leaders
Employees recruited & retained based on strategic direction
Culture adapts strategically
Operation model changes dynamically based on environmental changes
Professionals compete to work for corporation
Chaotic
Ad hoc
Organized
Managed
Agile 1

2. Organizational Maturity and KM
Stage of Organizational Maturity can help diagnose readiness for KM initiative
Awareness culture may present difficulty in implementing cohesive KM strategy

3. KM Organizational Maturity Models
Enable organizations to progress in orderly manner to achieve desired KM results
Allow diagnosis of current organizational state
Allow identification of barriers and enablers to desired KM state

4. Infosys KM Maturity Model
KM maturity has 5 stages
Every stage can be evaluated by examining Key Result Areas: People, Process, and Technology
Default Stage
Reactive Stage
Aware Stage
Convinced Stage
Sharing Stage

5. Table 7-5
Level
Organizational Capability
Key Result Area

6. Using the KMM Maturity Model to Diagnose Organization
Examine people, process and technology components
Establish current state, then assess how to move to desired level
If organization (or unit) is very focuse on content capture (Reactive), moving to stage where knowledge is available to be shared (Aware) will require structuring of knowledge content and IT infrastructure as well as additional education of employees
Maybe good to experiment in one unit before moving across organization

7. Bob’s Meltdown
1) Classify the organizational culture described in the case according to the typology discussed in class.
2) Diagnose the level of KM Maturity at this company using the table on p. 205.
3) Identify benefits and enablers to KM at Concord Machines.
4) What recommendations would you give Jay Nguyen?