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Extra resources for The new edge in knowledge : how knowledge management is changing the way we do business

Example text

This map also identif es strengths and opportunities in expertise, knowledge, and sharing behaviors, as well as key knowledge assets that need to be available to other parts of your organization. Y ou can use this map in conjunction with HR succession planning maps to identify risk areas, plan for mitigation, and direct development plans for current employees. 2. Cross-Functional Knowledge Maps • Expertise tacit knowledge map. Use this map to identify specif c employees who are experts and their areas of exper tise.

Do you need to improve the time to competency for new hires? For example, the identif cation of key competencies in tire design and other key disciplines helped Michelin target its call to action and drive the application of KM approaches to hasten the 22 A Call to Action time to competency for new employees. (Universities don ’t teach tire design. ) The third question helps you focus on critical knowledge in your organization’s value proposition to the marketplace. Do you want to compete on the basis of customer knowledge and ser vice; product development and time to market; or low -cost, high-quality operations?

And due to the connections created to help knowledge f ow between the sales people in the f eld and the experts in the laboratories, responses to customer inquiries about products now take hours instead of weeks. As Buckman’s story illustrates, a call to action is the spark to ignite your enterprise KM program. Y ou’ve got to focus on knowledge that is valuable and durable enough to offer a sustainable, competitive advantage and justify the costs of retaining and transferring it. Building large repositories and content management systems to house all knowledge is a fruitless endeavor.

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