Km masterclass part5 plan & control knowledge & km ha20140530sls

KM 5 – Plan & Control Knowledge & KM
Knowledge Strategy – task of the Management Team
Measuring knowledge and KM – state, quality, value and importance
KM strategy – task of the KM support organization
KM program to successfully implement KM
Masterclass KM – SlideShare contribution, June 2014
http://de.slideshare.net/HoferAlfeisJ/presentations
Dr.-Ing. Josef Hofer-Alfeis
Consulting on Knowledge & Innovation Management
josef.hofer-alfeis@amontis.com
Design: Ron Hofer

Dr.-Ing. Josef Hofer-Alfeis, 2014 - 2
KM Masterclass – Preface
The Masterclass Knowledge Management (KM) is
a set of six presentations describing and
explaining KM via definitions, concepts,
instruments and many practical examples, insights,
stories and exercises as well as links and
references.
The material is the result of 25 years of research,
consulting of challenging clients, discussions with
appreciated peers and communities as well as ten
years of lecturing on KM at various universities in
Germany and Austria including discussions with
many inspiring students, e.g.:
 Zeppelin University, Friedrichshafen
 University of the German Army, Munich
 University of Applied Science, Munich
 University of Applied Sciences for Economics
and Management, Munich
 Donau University Krems, Austria
 University Augsburg
Contents:
 KM 1 – Knowledge and KM
 KM 2 – KM Processes 1
 KM 3 – Soc.-t. KM Systems 1 / Processes 2
 KM 4 – Socio-technical KM-Systems 2
 KM 5 – Plan & Control Knowledge & KM
 KM 6 – KM and Idea / Innovation Mngt.
Any questions, remarks and ideas for
modification or improvement are appreciated –
please contact me, see slide „contact“ at the end
of the presentations.
Munich, May 2014, Josef Hofer-Alfeis

Focus: Measuring knowledge and KM – state, quality, value and importance
Focus: KM program to successfully implement KM
Agenda

Ranking of the main enablers for KM and conclusions
source: 2014 Knoco Global Survey of KM, 369 contributions www.knoco.com
Knowledge Strategy
KM State &Needs Analysis

KM1 revisited:
KM actions and KM key players – perspective on knowledge
K Area
Service XX
bereitstellen
K Area
PLM
K Area
CRM
K Areas
Quality mgt.,
Risk Mgt.,
…
...
person
organization information
Knowledge Worker
KM Support Org.
strategic control,
culture, resources,
mngt. energy
Management
KM key player
subject matter actions in
specific knowledge area
general KM measures for
any knowledge area
K

KM Support Org.
Improve / adapt
KM system
Socio-technical KM system: Have we the
right KM systems and do they work well?
KM System
KM2 revisited:
KM core processes – perspective on KM measures
Knowledge and KM:
Do we focus on the business-critical
knowledge and the right KM?
Management
Plan & control strategically
Knowledge and KM systems
Improve / adapt
knowledge quality
X no
Knowledge
as-is
Knowledge
to-be
Knowledge Worker
 yes
Knowledge :
available in adequate quality
(depth, distribution/networking,
codification)?
Action (process, proceeding, activity, …), requiring
knowledge (capability for effective action) before-during-after

uManagement processes for KM
Plan & control KM
(supported by KM support org.)
• define Knowledge Strategy …
… KM program and drive & control
its implementation and operation
• optionally define Intellectual Capital / Knowledge Balance report
and derive & implement KM measures
• appoint, enable & control (inter-disciplinary) KM support
organization and other KM resources
• live and promote KM
strategic know-
ledge portfolio
see reading material:
IntegrKMintoBusiness Luzern-JournUCS HA.pdf
delicious tags: Strategie W-WM-planen-steuern WM-System-bereitstellen

Knowledge portfolio: ranking and focusing knowledge areas
by the management team – example for an IT organization
prio 1
strategic
Community Portfolio,
see Community
Mngt. in KM3

KnowledgePortfolio
uKnowledge Strategy Process – overview and major results:
Knowledge Portfolio  knowledge objectives  KM measures
10
20
30
40
personnel development …
strategic learning & training
social networking
& communities of practice
knowledge risks debriefing …
measures for innovation …
patents … standardization
KM processes for
codified knowledge:
• Idea management
• FAQ; Tipps & Tricks
• Lesson Learnt
• Best Practice
• Process modelling
• Product modelling
• Knowledge map …
derived KM measures –
examples:
businessstrategy
knowledge objectives
optionally: input from KM Analysis
prio 1

(Simplified) Example: Solar AG (1) – business transformation objective:
„Sell lower-priced mounting systems in international markets in 12 months“

Example: Solar AG (2) – collecting related knowledge areas
in a brainstroming, e.g. documented in a mindmap
Produkt-
nah
Lieferkette-
nah
Kunden-
nah
Mgt.&
Support
Hintergrund
ENTWURF
Wissensgebiete
Produkt-Weiterentw.
25.04.2008 - v7
P: Solarzellen-Systeme entwickeln
P: Montagesysteme entwickeln
Brandschutz-?/Diebstahl-Sicherheit verstehen
Materialen-Fragen und Recycling verstehen
Vorschriften ... verstehen
P: Pre- & After-Sales leisten
L: Montage planen & ggf. durchführen
L: Produkte & Montage-
systeme herstellen
K: Kundenbetreuung & -Unterstützung
K: Kunden verstehen
K: Produkte verkaufen
K: Endkunden verstehen
MS: QM
MS: PR-Management
Hg: Intern. KMU-Geschäfte mit Produkten
für erneuerbare Energien verstehen

Example: Solar AG (3) – Knowledge Portfolio
with respect to planned business transformation
focusing to concentrate
power for KM
for this knowledge area
„develop mounting system“
knowledge objectives and KM measures
are shown in the next slides

Example: Solar AG (4) – knowledge objectives for the
selected knowledge area „develop mounting system“

Levels of proficiency
4 = world class expert
3 = expert
2 = skilled & trained
1 = beginner
Levels of codification
4 = complete & strongly formalized (e.g. standard)
3 = ~ formalized (e.g. guideline)
2 = ~ informal (e.g. report)
1 = „in the heads and stomaches“

Network of internal k. shareholders Learner
(Potential) external knowledge shareholders
Sources
Sources

Example: Solar AG (7) – proposing KM measures in selected knowledge area
typically task mainly for
subject matter experts
combined task for
KM team and subject
matter experts

Applying the Knowledge Strategy Process
key requirements:
 business owner and management team
 KM support organization, related KM partners
and eventually subject matter experts
 professional moderator
major result:
 prioritzed plan of KM-related measures, which can be
consolidated into a KM program driven by the
management team & KM support organization
 3x focusing via k. portfolio, k. objectives & KM measures
a Knowledge Strategy is recommended for
 any business size, e.g. for individuals (personal KM), too
 for any business transformation
for more information:
 detailed description of Knowledge
Strategy Process, see (in
German)
Hofer-Alfeis, J.: Entwicklung und
Umsetzung einer Wissensstrategie. In:
Pircher, R. (Hrsg.): Wissensmanagement,
Wissenstransfer, Wissensnetzwerke -
Konzepte, Methoden und Erfahrungen.
Publicis Publishing Books, new edition
2013
 the Knowledge Strategy Process
has been developped partly with
CIBIT and Siemens AG, see e.g.
Hofer-Alfeis, J., van der Speck, R. in
 C. W. Holsapple (ed.): Handbook on
KM, Springer, 2002, pp. 443-466. (in
English)
 Davenport, T. H., Probst, G.: Knowledge
Management Case Book. Publicis Corp.
Publishing, 2002. ISBN: 3895781819 (in
German)

Agenda

uFramework for measurements & controlling in KM:
examples for indicators and objects to measure
knowledge KM
state /
quality
value / impact /
importance
via knowledge holders:
• experts
• teams, CoP‘s, …
• infor-
mation
via knowl.
portfolio
…
via KM result analysis:
• success stories
• performance correlations
• ROI … ROK
• …
KM State
& Needs
Analysisvia k. objectives
delicious tags: Strategie W-WM-planen-steuern Metriken

• Locate expert | team/network | document/information & learn
• Debrief & transfer knowledge from expert-to-expert | team-to-team
• Network, share knowledge and collaborate in cross-
organizational community | ad hoc group …
Processes Reference: Catalogue with over 225 KM processes/instruments in BITKOM Wissensmanagement-
Prozesssystematik; free download: http://www.bitkom.org/de/publikationen/54938_61676.aspx
important ok
very
important
medium
very
important
unsuffi-
cient
importance? effectivity?
KM State and Needs Analysis:
Example questions and answers
From instruments catalogue:

• 2-hours-interviews with
key persons of the organization
• different organizational units,
support functions (KM partners) and
top subject matter experts
• different organizational / hierarchical levels
• analysis – and at the same time
• intensive communication for a shared understanding on KM
• reflection of organization-specific KM needs and possibilities
• building of steering board … KM supporters … CoP KM
KM State and Needs Analysis: approach

apply meta data
continuous expert knowl. retention
locate information and learn
leaving expert debriefing
improve idea management
share/promote innovation strategy
locate expert and learn
locate team/work group/community
customer/partner relationship mngt
improve for social intranet
build community & collaborate
Analysis result (example)
KM instruments with
urgent need for action
transform this ranking list
into a KM Roadmap 
case for internal
experience exchange
case for more
information & discussion

Result: Draft roadmap for important KM processes - example
Transfer Knowledge Find & Navigate Social Networking
locate expert
and learn
locate team/work
group/community
locate information
and learn
apply
meta data
improve for social
intranet
build community &
collaborate
share/promote
innovation strategy
reuse
Lessons Learned
Team Briefing &
Debriefing
continuous expert
knowl. retention
leaving expert
debriefing
improve idea
management
customer/partner
relationship mngt.
2013
2015
major effort
quick win
case for internal
experience exchange
medium critical
KM instrument

KM State & Needs Analysis: balance checks of the knowledge
and innovation culture – example from 3 interviews see KM4
?
?
?

Additional examples for measurements & controlling in KM
knowledge KM
state /
quality
value / impact /
importance
• experts
• infor-
mation
via knowl.
portfolio
…
via k. objectives
via result analysis:
• success stories
• ROI … ROK
• …

Measurements for k. quality and value / impact – examples
KM 5 / K. Strategy: estimating knowledge
quality to define knowledge objectives
KM 1 / Evaluating expertise and codification level
Pricing for knowledge - examples:
• online health consulting: 5,99 € / minute
• mngt. consulting: 1650 € / day
• hiring an expert, e.g. football … 30MM € ?
• knowledge auctions

knowledge KM
state /
quality
value / impact /
importance
• experts
• infor-
mation
via knowl.
portfolio
…
via k. objectives
•performance
•progress
•maturity
•…
• success stories
• ROI … ROK
• …

DETECON Consulting – example for use of knowledge base MERLIN

Locate knowledge & learn –
Yellow Pages Figures:
Example CONTINENTAL
New entries per month
Hits on Search Button per day
Updated Profiles
Most Hit Page
source: http://de.slideshare.net/ahemre/cartoons-34913910?utm_source=slideshow&utm_medium=ssemail&utm_campaign=upload_digest

# members | % active members
# meetings / events (f2f and virtual)
# content/documents | # page visits | # comments
# communication actions, e.g. mailing, posting on pinboard of other members, …
# contacts, e.g. in a social network
# contributions to discussions | # responses | # summaries
# urgent requests | # useful responses | time-to-1st-response | # summaries | # feedback
# re-recommendations
interesting videocast of Nancy White https://www.youtube.com/watch?v=0wi5fhHXbk0
describing four perspectives to evaluate quality and success of a CoP
Measuring state and quality of communities of practice
source, see Boris Jäger, https://www.xing.com/net/pri3b94dax/knowledgemanagement/fragen-an-die-spezialisten-des-wissensmanagements-
638/was-braucht-eine-gute-km-community-seite-34985801/38016098/?reagent=systemmail%2Fnewarticle#38016098

Community Health Check - improvement instrument
for a specific community of practice
Process:
 2-hours-interviews
with key members
of the CoP
 discussion along the
checklist of CoP
success factors 
 defining jointly
improvement actions
for the most urgent
deficiencies / renewal
ideas
Six CoP success factor dimensions:
 strategy: knowledge area & business relevance |
objectives and value proposition …
 group: moderator, members, sponsor, … |
member needs and motivation (WIFM)
 organization: roles | processes | relationship mngt. |
support |
 offering: program, meeting design, Q&A forum, … |
infrastructure (specific tools, platform, …)
 culture: openness, care, appreciation, …
 results: activities in / between meetings | networks,
learnings, innovation | member satisfaction | success
stories | “products” | reputation, organizational influence |
...
example ROCHE / Innovation
Manager CoP

Social / Organizational Network Analysis –
example from a dispersed R&D organization (42 members)
source: Whelan, E., et al: Managing talent in knowledge-intensive settings. Journal of KM, Vol. 14, N0. 3, 2010, pp 486-504
km4dev, Oct 13:
mapping a knowledge
holder network with
pencil and paper to
investigate unknown
influence structures
http://netmap.wordpress.com

May 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
In most cases, Urgent Request responses
also come from other Sectors
Trigger Cross-Sector Collaboration
Number of Urgent Requests with X Number of Sectors
Sectors considered: Energy, Healthcare, Industry, Infrastructure & Cities, CT + Others
Sectors of users who have been deleted from the database (per April 17, 2014) are assigned to ‘CT + Others’
263
424
390
252
142
0
50
100
150
200
250
300
350
400
450
1 2 3 4 5
NumberofUrgentRequest
Number of Sectors
Avg. # of Sectors
per Urgent Request:
2.7
0 1 2 3 54
source: http://www.slideshare.net/heisss/wima-siemens-v11public
TechnoWeb

Benchmarking and contests to evaluate KM state /
maturity in general – examples for SIEMENS AG
International consortium benchmarks by American
Productivity & Quality Center (APQC ) – Siemens elected
for Best Practice Partner:
 ‘99/’00 Successfully Implementing KM
 ‘00/’01 Communities of Practice
 ‘01/’02 Retaining valuable Knowledge
 ‘02/’03 Using KM to drive Innovation
 ’03/’04 Best Practice Transfer
 2007 Siemens Blogosphere und
"References@SBT”
 2008 Evolving Technologies
accelerating Collaboration and
Knowledge Transfer
International contest
Most Admired Knowledge
Enterprise (MAKE):
Approaches Used
Communities of practice/interest
Internal conferences for knowledge-sharing
Interviews (e.g., with SMEs)
Documentation of workflow/process
Project milestone reviews
Lessons learned exercises
After action reviews
Mentoring programs
Apprenticeship programs
Expertise locators
Knowledge maps
Collaboration workspaces (e.g., eRoom™, etc.)
Decision support systems
Content management systems
Case-based reasoning systems
Shared folders/drives
Physical files/library
Employee development programs
Strategic staffing
Succession planning
Workforce analysis
Storytelling
Social network analysis
Other (please specify):

2014 MAKE NOMINATIONS www.knowledgebusiness.com/KnowledgeBusiness/Screens/MakeSurvey.aspx?siteId=1&menuItemId=43
my nomination

MAKE base – a structured systematics for KM
processes („best practice knowledge processes“)
Source: The KNOW Network – Best Practice Knowledge Process Registry

Global MAKE winners 2013
Overall winner: Samsung (Korea) in green: consulting firms
- Accenture (Ireland)
- Amazon.com
- Apple
- ConocoPhillips
- Deloitte (Global)
- Ernst & Young
(Global)
- Fluor
- Google
- IBM
- Infosys (India)
- McKinsey & Comp. (Global)
- Microsoft
- POSCO (South Korea)
- PwC (Global)
- Samsung Group
(South Korea)
- Schlumberger (France, …)
- Tata Group (India)
- Toyota (Japan)
- Vale S.A. (Brazil)
- Wipro (India)
Successfully managing enterprise
knowledge yields big dividends.
The 2013 Global MAKE Winners
trading on the NYSE/NASDAQ
showed
• Total Return to Shareholders
(TRS) for the ten-year period
2003-2012 of 22.8% - 2.3 times
the average Fortune 500
company median.
• Return on Revenues (ROR) for
the 2013 Global MAKE Winners
was 12.3% - 3.8 times that of the
Fortune 500 ROR median.
• Return on Assets (ROA) for the
2013 Global MAKE Winners was
9.8% - 4.6 that of the Fortune
500 ROA median.

Global MAKE rankings for SIEMENS AG:
distance from top ranking 1-6 over years 1998-2010
11121314151
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
#
1-6
# 6
# 47
# 6
# 13
effective CoP KM … Corporate KM started
effective CoP KM … Corporate KM shut down
effective CoP KM
… strong support
for social network-
ing, e.g. by CTO
KM Casebook published

knowledge KM
state /
quality
value / impact /
importance
• experts
• infor-
mation
via knowl.
portfolio
…
via k. objectives
• success stories
• ROI … ROK
• … ?

Summary with many success stories
k from a km4dev discussion 2009
http://wiki.km4dev.org/wiki/index.php/Benefitting_from_CoPs
Aug. 2011

Suggestions for KM success stories –
CONTINENTAL example
By access to info
and knowledge &
rapid comm.
Channels
By a fast access to
experts, knowledge
assets, and
information about
customers, markets
and branches
By an optimized
collaboration of all
employees
By reducing the
quantity of more or
less useless email
communication
By reusing working
products
By not repeating
costly mistakes
By faster
integration of new
employees
By reduced
training costs
By a homogenous
IT-infrastructure
By reduced travel
expenses
By leveraging world-
wide competence
(smaller locations
profit from know-
how of bigger
locations)
By exchanging best
practices and
quality-proofed
solutions
By using
communities as
international think
tanks
Reduce Costs Save Time Increase SalesImprove Quality General Benefits
High-quality work
due to reduction of
pitfalls
Networking with
colleagues
worldwide provides
opportunities for
personal
development
Knowledge transfer
without an overload
for one expert
Job security and
career advance-ment
– shared knowledge
helps you to perform
well
By a fast access to
experts, knowledge
assets, and
information about
customers, markets
and branches
By improving work
efficiency due to
more qualified
employees
By doing more
projects per time
By cross selling
through a high
customer
satisfaction
By using KM as a
strong sales
argument
Success stories have to be absolutely reliable –
experiences from SANOFI-AVENTIS:
• clear concrete calculation of value contributions
• absolutely careful „conservative“ evaluations
• transparent sources, e.g. authors & contributors
• approvement by related management (with names)
rich resources for KM Success Stories, e.g.
http://www.nickmilton.com/search/label/success%20story

This paper focuses on knowledge sharing as an important area in the study of knowledge management (KM). The paper's primary
goal is to examine how health-care practices employ knowledge sharing tools and processes to the benefit of their daily
work processes. In addition, the study seeks to understand how knowledge sharing would contribute to practices' performance.
Adopting a qualitative approach, four health care practices were selected from within a research network to represent larger and
smaller practices with different performance levels, two high-performing practices (HP) and two low-performing practices (LP),
using standard clinical and health care practice measures. Data collection and analysis involved several iterative steps including
interviews and field notes of observations. Four case studies were developed reflecting how each practice implemented knowledge
sharing tools and processes and how this implementation influenced performance. The study found that all of the four practices
manifested and implemented knowledge sharing tools including knowledge artifacts; sharing social tools, meetings, and
communication channels; and processes including training and apprenticeship and communities of practices; however, the level of
implementation varied among the four practices. A comparison of the high-performing and low-performing practices showed that even
though the high-performing practices implemented and invested more in knowledge sharing, knowledge
sharing processes and tools were not completely integrated throughout the practices including the high
performing ones. Moreover, in all practices there was little evidence of encouragement to efficiently use
knowledge sharing tools either among staff members or between patients and the practice.
Performance correlations: comparing organizations in KM and business
performance – examples: US Health Care Practices (2008) & firms survey (2011)
McInerney, C. R., et al: Knowledge management tools and processes in U.S.A. primary health care: Analysis of four case studies . Knowledge management: Competencies and
professionalism, Proceedings of the International Conference on Knowledge Management 2008, Hawamdeh, S. et. al. (Eds.), Hackensack, NJ: World Scientific.
Key results from 3200 firms: KM is correlated with …
• highest relevance: employee motivation
• strong relevance: innovation capability
• significantly positive: competitive ability
• relatively weak: monetary indicators
source: KM study, Pawlowski et al. 2011 (in German)

Most Urgent Requests receive a response within the first 30
minutes
Corporate Problem Solving Success
Median for first response time (moving window over 365 days)
Mandatory reason from
Business Impact > €1 Miliion Ecosystem Expansion
0
10
20
30
40
50
60
MedianUrgentRequestFirstResponseTime(minutes)
Month
TechnoWeb
 KM performance

The higher the Business Impact level, the higher the
probability that it is answered
Monitoring of Business Impact Level (BI) of unanswered Urgent Requests
0
1
2
3
4
5
6
7
8
9
10
BI € 1000 BI € 10 000 BI € 50 000 BI € 250 000 BI € 1 000 000
1)
1) Unanswered Urgent Request was too specific
TechnoWeb
 KM impact
Key Figures
Corporate Problem Solving: Urgent Request
 Ø 30 Mio.€/year accumulated business impact
 Ø 7 Replies / Urgent Request
(w/o Author’s comment)
 Median: 31 minutes for first response

Strategy: value steering focuses on the value (RIP) – the
benefit (ROI) follows as a consequence
Driver Tree for the TechnoWeb Balanced Score Card 2014
GrowthActivity
Value (RIP) Benefit (ROI)
Attract New Users
# of new users per month,
total # of users
Foster Cross-Sector
Communication
Avg. # of sectors / network (quarterly)
Enrich Targeting Information
(Digital Trace)
Avg. level, histogram of tag assigned (quarterly)
Urgent Request Success Rate (including monitoring1)
of Business Impact level of unanswered Urgent Requests),
median of first response time (moving window over 12 months)
Generate
Business Impact
Σ Business Impact in €
of Urgent Request with reply
(moving accumulation
over 12 months) 1)
Increase Retention
retention rate (%) of not new users
within 1 full month / 12 months 2)
Trigger Cross-Sector
Collaboration
Avg. # of sectors / Urgent Request
Provide
Targeted Audience for
Written Content (Write)
write rate (%) of not new users
within 1 full month / 12 months 2)
Increase Recommendations
# of invite activities / month
Increase
Moderated Content
Total # of Technology Portals
Provide Simple
Interactions (Activity)
activity rate (%) of not new users
within 1 full month / 12 months2)
Encourage Users to
Join Networks
# of users with network memberships
1) Details in monthly analysis 2) Details per cohort monthly and annually An improvement of A leads to an improvement of B (thick lines: strong dependency)BA
TechnoWeb
 KM impact

Does knowledge management produce practical outcomes?
Peter Rex Massingham and Rada K. Massingham, VOL. 18 NO. 2 2014 JOURNAL OF KNOWLEDGE MANAGEMENT PAGE 251
“… Third, do not focus on
financial gain. While you can
try to identify the cost savings or
return on investment from KM, it
is very difficult to convince
senior practitioners that KM
can directly influence the
bottom line” May 2014

top-down Knowledge Strategy
- management –
middle-top-down KM Strategy
- KM support organization –
bottom-up K & KM Strategy
- knowledge worker –
higher
business
performance ?
measuring
business state
& value
measuring k quality
and impact
measuring KM
state & impact
improved
k quality
higher k work
performance
improved
KM systems
impact of other support/
mngt. disciplines & …
no mono-causal
relationship
uWhy is there no direct causal connection
between KM performance and business performance?
k = knowledge

Exercise: quick & dirty KM State & Needs Analysis –
how is the situation in your organization today?
KM process comment importance effectivity
Find the appropriate
document / information
Find the appropriate CoP
Find the appropriate expert
Leaving Expert Debriefing
Lessons Learned Sharing
Creating a COP
and collaborating within
very important important not relevant ok medium unsufficient

Agenda

uKM strategy – objectives and implementation
plans of the KM support organization – examples
see KM4 – KM support organization
mid-term KM roadmap?
there have to be strategies for those tasks,
e.g. … for k marketplaces we will change
to SharePoint combined with social media
… and co-operate with …;

Agenda

 Knowledge Strategy 
most urgent KM actions
for the business
 KM requirements from
management perspective
 KM Analysis as-is/to-be 
Which KM instruments are necessary /
have to be improved?
 KM requirements from
all knowledge workers
perspective
Revision: Knowledge Strategy and KM Analysis – interplay
Prio-1
?

Integrating Knowledge Strategy results and
draft roadmap as basis for the KM program – example
Transfer Knowledge Find & Navigate Social Networking
locate expert
and learn
locate team/work
group/community
locate information
and learn
apply
meta data
improve for social
intranet
build community &
collaborate
share/promote
innovation strategy
reuse
Lessons Learned
Team Briefing &
Debriefing
continuous expert
knowl. retention
leaving expert
debriefing
improve idea
management
customer/partner
relationship mngt.
2013
urgent in Prio-1 k. areas: knowledge area A
knowledge area B
knowledge area C
additionally from the
management team‘s
Knowledge Strategy
• additional KM
tasks, e.g. for
subject matter
experts
• additional
managerial and
organizational
improvement
measures, e.g.
concerning k. &
innovation culture
example: urgent in 3
business-critical
knowledge areas 
re-arrange KM
roadmap?

knowledge
as-is
KM systems – as-is KM systems – to-be
vision – mission – strategy
uSummarizing:
K Strategy … KM Strategy …KM Program … KM systems
knowledge
to-be
?
business
to-be
business transformation
Knowledge Strategy
shared under-
standing …
modification
business
as-is
KM State & Needs Analysis (mid-term) KM roadmap … KM Strategy
KM Program
as-is
KM Program
to-be

uRecommendation: Successful KM implementation /
improvement for a business unit / sector / organization
preliminary KM-Roadmap
knowledge worker buy-in
KM State & Needs
Analysis
Knowledge & KM measures
focused by business strategy
management involvement
Knowledge
Strategy
KM-Mentor …
steering board?
KM community
inter-disciplinary
KM team
implementation
& „operation“
taylored KM Program
+ mid-term KM-Roadmap
KM program
definition

Intellectual Capital Statement – Knowledge Balance reporting and improvement
 define relevant indicators for
Human Capital | Structural Capital | Relationship Capital
 measure / evaluate as-is indicators and define to-be
 derive important drivers related to business and relate with indicators
 derive KM / Intellectual Capital Mngt. measures
more information …
 Rory L Chase: Intellectual capital reporting. Emerald, 2007
 http://www.akwissensbilanz.org/index-en.htm
 Guideline and free software (in German):
http://www.akwissensbilanz.org/Infoservice/Infomaterial/WB-Leitfaden_2.0.pdf
 see papers / books from
Leif Edvinson
Other K and KM planning instruments – example
examples:
(HC) # annual training days / employee
(SC) # processes with reference model
(RC) # customer visits / year

Measuring knowledge and KM –
state, quality, value and importance
KM program to successfully implement KM
Summary & discussion
Prio-1

Contact
Dr.-Ing. Josef Hofer-Alfeis
Consulting for Knowledge and Innovation Management
Josef-Sterr-Str. 4, 81377 München, Germany
T +49 89 85661623
M +49 173 9775943
Email josef.hofer-alfeis@amontis.com
Skype JHofer-Alfeis
BrainGuide http://www.brainguide.de/dr-ing-josef-hofer-alfeis/persondetail,1,,,,,69354.html
XING https://www.xing.com/profile/Josef_HoferAlfeis
Public Maven profile: http://www.maven.co/profile/5Anc2u3D
Twitter HoferAlfeisJ
Bookmarking http://del.icio.us/HoferAlfeisJ
Facebook http://www.facebook.com/profile.php?id=1800807835#!/
yasni http://person.yasni.de/josef-hofer-alfeis-17021.htm
Partner
Competence Center
Knowledge | Innovation | Intellectual Capital Mgt.
Amontis Consulting AG
Kurfürsten Anlage 34
D-69115 Heidelberg
www.amontis.com

Recommended KM Sources Dr.-Ing. Josef Hofer-Alfeis, 2014
BOOKS:
 Hofer-Alfeis, J.: Entwicklung und Umsetzung einer Wissensstrategie. In: Pircher, R. (Hrsg.):
Wissensmanagement, Wissenstransfer, Wissensnetzwerke - Konzepte, Methoden und
Erfahrungen. Publicis Publishing Books, new edition 2013
 Boisot, Max H.: Managing Knowledge Assets – Securing competitive advantage in the
information economy. New York: Oxford University Press, 1998, ISBN: 0-19-829607-X
 Learning to fly: practical knowledge management from leading and learning organisations –
Nov 2004, Chris Collison, Geoff Parcell, ISBN: 1841125091
 Doz, Yves, et al: From Global to Metanational. Harvard Business School Press, 2001.
ISBN: 0-87584-870-2
 Davenport, T. H., Probst, G.: Knowledge Management Case Book. Publicis Corp. Publishing
,2002. ISBN: 3895781819
 Auer, T.: ABC der Wissensgesellschaft, Doculine-Verlag D-72766 Reutlingen, ISBN 978-3-
9810595-4-0
LINKS:
 www.knowledgebusiness.com
 www.apqc.org/membership-knowledge-management
 www.pwm.at
 www.c-o-k.de/index.htm
 www.xing.com/net/pri3b94dax/knowledgemanagement/
 www.xing.com/net/wm
 www.wissenmanagen.net/
 www.cogneon.de
 www.eknowledgecenter.com
 Bookmark services from JHA:
 JHAs 30 InnoLinks (regularily updated) http://delicious.com/hoferalfeisj/jhas-30-innolinks
 Important discussion forums for KM & Innovations Mngt. (selction):
http://delicious.com/hoferalfeisj/top_-_innom_-_wm_-_foren
JOURNALS:
 Wissensmanagement (Fokus Anwenndung, Beratung, Anbieter)
 Journal of Knowledge Management (Fokus Forschung; englisch)
 KM Review (Fokus Anwendung; englisch)
http://www.melcrum.com/products/journals/kmr.shtml
COMMUNITIES OF PRACTICE / BODIES:
WIMIP – Community der KM Practitioners https://www.xing.com/net/wimip
Ges. für WM (GfWM); mit WM-Stammtischen zum Erfahrungsaustausch in vielen Städten,
z.B. gfwm-regional München: http://www.gfwm.de/group/121
BITKOM ArbKreis Knowledge Management, organisiert die jährl. KnowTech-Konferenz
PAPERS, BOOK CONTRIBUTIONS, PRESENTATIONS FROM JHA:
 Improving Knowledge Management for Service Organizations, Munich Re,
Communities Meeting, Hohenkammer 2014
 Wissensmanagement mit Twitter, gfwm-Knowl-edgeCamp, Karlsruhe, 2012,
and more http://de.slideshare.net/HoferAlfeisJ/wissensmanagement-mit-
twitter?from=new_upload_email
 Hofer-Alfeis, J.: Wissensmanagement und Personalmanagement
- Synergien, Projektbeispiele und Erfahrungen - In: KnowTech Konferenzband
2011, www.knowtech.net
 ~: Firmeninterne Vernetzung und Zusammenarbeit der Innovations-Manager
und –Haupttreiber. Und: Wissensvernetzung von Firmen und externen
Forschern/Interessierten für Technologie-Innovation – „Technologie-
Innovations-Communities“ gfwm-KnowledgeCamp, Potsdam, 17.9.2011,
http://knowledgecamp.mixxt.org/networks/files/folder.10675
 Hofer-Alfeis, J., et al: D-A-CH Wissensmanagement Glossar ... - In: KnowTech
Konferenzband 2009, www.knowtech.net
 Hofer-Alfeis, J.: The Leaving Expert Debriefing to fight the retirement wave of
the ageing workforce. Int. J. Human Resources Development and
Management, Vol. 9, Nos. 2/3, 2009
 ~: Lässt sich der wirtschaftliche Erfolg von Wissensmanagement überhaupt
nachweisen? Keynote zum Workshop " WIEM 2009 - Messen, Bewerten und
Benchmarken des wirtschaftlichen Erfolgs von WM, WM2009, Solothurn
 ~: Das virtuelle Aktivitätstal bei sozialen Netzwerken - Diagnose und
Therapie - In: KnowTech Konferenzband 2008, www.knowtech.net
 ~: KM solutions for the Leaving Expert issue. JOURNAL OF KNOWLEDGE
MANAGEMENT j VOL. 12 NO. 4 2008, pp. 44-54,
 ~: Was leistet WM? Wissensmanagement, Heft 1/2008, S. 38-39;
 ~, Keindl, K.: Die Prozess-Systematik im Unternehmenseinsatz.
Wissensmanagement, Heft 2/2008, S. 38-39
 ~, Keindl, K. und BITKOM Ak KEM: BITKOM Leitfaden WM-Prozess-
Systematik, 2007, http://www.bitkom.org/de/publikationen/38337_45785.aspx
 ~: Wissensmanagement im prozess-orientierten Unternehmen. Beitrag in:
KnowTech Konferenzband 2006, www.knowtech.net
 ~: Mehrwert und Zukunft von Wissensmgt. liegen im trans-disziplinären
Vorgehen. In: KnowTech Konferenzband 2005, www.knowtech.net
 ~: Effective Integration of KM into the Business Starts with a Top-down
Knowledge Strategy. J. of Universal Comput. Science, vol. 9, no. 7 2003, 719-
728

 Analysis of KM / InnoM state and needs via interviews with key people and design
of an inter-disciplinary KM / InnoM program
 Moderation of developing a knowledge strategy with the business strategy by the
management team
 Support of KM strategy definition, KM implementation and controlling
 Systematic and transparent design of expert career systems based on a
knowledge strategy
 Support with specific KM / InnoM instruments – examples:
 Debriefing of teams or leaving experts
 Development and improvement of communities of practice and other social networks
 Coaching by development of an individual knowledge strategy / KM program
Dr.-Ing. Josef Hofer-Alfeis:
Consulting Offerings for KM and Innovation Mngt. (InnoM)

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