Knowledge Management [PDF]

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A PRESENTATION ON COMPREHENSIVE PROJECT ON KNOWLEDGE MANAGEMENT MB812 GUIDED BY Mr. G. KRISHNAMURTHY PREPARED BY SHWETANG PANCHAL 09MBA22

INDUKAKA IPCOWALA INSTITUTE OF MANAGEMENT

FLOW OF THE PRESENTATION INTRODUCTION NEED ASSESSMENT OF KNOWLEDGE MANAGEMENT

CAUSE FOR THE KNOWLEDGE MANAGEMENT WHAT KM INVOLVES ? KNOWLEDGE ATTRIBUTES PRINCIPLES & PROCESS OF KM TYPE OF KNOWLEDGE KNOWLEDGE ECONOMY KNOWLEDGE FRAMEWORK

APPROACHES OF KM KM INITIATION COLLABORATIVE TOOLS CONNECTINF PEOPLE WITH INFORMATION MEASURING THE EFFECTS OF KM KNOWLEDGE MANAGEMENT PRACTICE IN • WIPRO • HLL • Dr. REDDY’S LABORATORY

THE RESEARCH

KNOWLEDGE 

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A dictionary definition of knowledge is “the facts, feelings or experiences known by a person or group of people” It includes  

   





Familiarity Awareness Understanding gained through experience Result from making comparisons Identifying consequences & making connections Wisdom Insight

Knowledge is considered as being “know how”, or “applied action”.

THE JOURNEY FROM DATA TO WISDOM

KNOWLEDGE MANAGEMENT 

Process to help organization  identify,  select,  organize,  disseminate,  transfer information



Systematic and active management of ideas, information, and knowledge residing within organization’s employees

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Knowledge management is based on the idea that an organization's most valuable resource is the knowledge of its people. Therefore, the extent to which an organization performs well, will depend, among other things,  On how effectively its people can create new knowledge,  Share knowledge around the organization, and  Use that knowledge to best effect. Leverage value of intellectual capital through reuse

OBJECTIVE OF KNOWLEDGE MANAGEMENT 



The aim of knowledge management is not necessarily to manage all knowledge, just the knowledge that is most important to the organization. It is about ensuring that people have the knowledge they need, where they need it, when they need it  The right knowledge,  In the right place,  At the right time.



What we can do, and what the ideas behind knowledge management are all about, is  to establish an environment in which people are encouraged to  create,  learn,  share, and  use knowledge together for the benefit of the organization

NEED ASSESSMENT OF KNOWLEDGE MANAGEMENT 

 

Knowledge management is based on the idea that an organization’s most valuable resource is the knowledge of its people. New is the focus on knowledge. Knowledge management recognizes that  



all jobs involve “knowledge work” and so all staff is “knowledge workers” to some degree.

Jobs depends more on knowledge rather than skills.   

Creating Sharing Using knowledge.

FEASIBILTIY STUDY 

Do we know everything we need to know or are there gaps in our knowledge?    



Dynamic Nature Continuous improvement Continuous learning Continuous updating

For Example:  

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Medical advancements Formulation of new government policies Management practices

  

Do we share what we knew ? Is the knowledge of individuals are available to whole organization ? Do we use what we know to best effect ? Not always 

  

Not always applied

How many times have we had an idea about how a process or an activity could be improved ? How many times have we had an idea that might help our colleagues ? How many times have we implemented a new initiatives ?

WHAT DOES KNOWLEDGE MANAGEMENT INVOLVES ? 

Knowledge management is essentially about facilitating the processes by which knowledge is created, shared, and used in organization.

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TECHNOLOGIES:

Communication 

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Collaboration  

 

Access knowledge Communicates with others Perform group work Synchronous or asynchronous

Same place/different place Storage and retrieval 

Capture, storing, retrieval, and management of both explicit and tacit knowledge through collaborative systems

WHAT DOES KNOWLEDGE MANAGEMENT INVOLVES ? 

SUPPORTING TECHNOLOGIES:  



Artificial intelligence  Expert systems, neural networks, fuzzy logic, intelligent agents Intelligent agents  Systems that learn how users work and provide assistance Knowledge discovery in databases  Process used to search for and extract information  Internal = data and document mining  External = model marts and model warehouses XML  Extensible Markup Language  Enables standardized representations of data  Better collaboration and communication through portals

KNOWLEDGE

KNOWLEDGE AS A PROGRESSION OF STATES Decision

Evaluate

Judgement

Weigh

Insights

Synthesize

Structural Information

Analyze

Information

Select

Data

Gather

KNOWLEDGE ATTRIBUTES MODE

ACCESSIBILITY

UTILITY

TYPE

USAGE

VALIDITY

DOMAIN

MANAGEMENT LEVEL

PROFICIENCY

ORIENTATION

APPLICABILIT Y

SOURCES

KNOWLEDGE ATTRIBUTES IMMEDIACY

RESOLUTION

PROGRMMABILITY

AGE

CONCEPTUAL LEVEL

MEASURABILITY

PERISHABILITY

ABSTRACTION

RECURSION

VOLATILTIY

LOCATION

PRINCIPLES AND PROCESSES OF KNOWLEDGE MANAGEMENT

RIGHT KNOWLEDGE, RIGHT PLACE, RIGHT TIME

TYPE OF KNOWLEDGE A. EXPLICIT KNOWLEDGE  Knowledge that can be captured and written down in documents or databases.  For Example:     

Instruction manuals Written procedures Best practices Lessons learned Research findings

EXPLICIT KNOWLEDGE

STRUCTURED

UNSTRUCTURED

DOCUMENTS

EMAILS

DATABASE

IMAGES

SPREADSHEETS

TRAINIG COURSES AUDIO-VIDEO

B. TACIT KNOWLEDGE  Tacit knowledge is the knowledge that people carry in their heads.  It is much less concrete than explicit knowledge.  Knowledge that is more difficult to write down in a document or database.  For Example:  knowing how to ride a bicycle  Tacit knowledge is considered to be most valuable knowledge because it provides context for 

  

People Places Ideas and experience

OLD/NEW KNOWLEDGE 

Make better use of the knowledge that already exists within the organization (OLD KNOWLEDGE)     





Finding out what organization knew Taking steps to make knowledge accessible across organization Specific approaches to knowledge audit Mapping the organization’s knowledge resources & flows Making tacit knowledge more explicit Making the movement cycle faster & speedy

To create new knowledge (NEW KNOWLEDGE).  Training,  Hiring external resources,  Bringing different people and their knowledge together to create fresh knowledge and insights, etc. (cross functional team)

WAYS IN KNOWLEDGE LINKING PEOPLE WITH INFORMATION COLLECTING & CONNECTING

CAPTURING & DISSEMINATION OF KNOWLEDGE INFORMATION & COMMUNICATION TECHNOLOGY

THE CORE COMPONENTS OF KM PEOPLE

PROCESS

• Does the culture of organization supports ongoing learning & knowledge sharing ? • Are people motivated and rewarded for creating, sharing, & using knowledge ?

• Processes necessary to enhance knowledge sharing • Deployment of information technology& communication technology

TECHNOLOGY

• The enabler of knowledge sharing

KNOWLEDGE ECONOMY The knowledge is the key determining factor in organizational and economic success or failure.  The most effective organizations in the knowledge economy will be those which recognize and best harness the crucial role that knowledge plays both inside and outside their organization. 

KNOWLEDGE CAPTURE policies and processes for identifying and capturing explicit and tacit knowledge.

KNOWLEDGE TRANSFER policies and processes for transferring knowledge among and between its various sources and forms.

KNOWLEDGE RETENTION policies and processes for retaining organizational knowledge, especially during periods of organizational change.

CONTENT MANAGEMENT policies and processes for efficiently managing the organizational knowledge base.

KNOWLEDGE CAPITAL Policies and processes for measuring and developing the government’s human and social capital.

ENABLING COMMUNITIES Policies and processes for promoting and supporting knowledgebased community working across and between departments.

SUPPORTING A KNOWLEDGE CULTURE Policies and processes to create the necessary cultural changes to embed the knowledge management ethos into working practices.

KNOWLEDGE PARTNERSHIPS Policies and processes for promoting and supporting knowledge partnerships between central government and key partners such as local government, departmental agencies etc

SUPPORTING KEY BUSINESS ACTIVITIES Policies and processes to support key business activities in government such as project management, the legislative process, delivery monitoring etc.

KNOWLEDGE BENCHMARKING Policies and processes for benchmarking current knowledge management capabilities and practices against UK and international best practice, and for improving performance

KNOWLEDGE MANAGEMENT FRAMEWORK

KNOWLEDGE ALIGNMENT

CONTENT ANALYSIS PLANNING

KNOWLEDGE PROCESSES

SHARING ACQUISITION CREATION

KNOWLEDGE FOUNDATION

CULTURE TECHNOLOGY SUSTAINING SYSTEMS

KNOWLEDGE MANAGEMENT APPROACH 

PROCESS APPROACH 

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Codifies knowledge  Formalized controls, approaches, technologies  Fails to capture most tacit knowledge

PRACTICE APPROACH 

Assumes that most knowledge is tacit  Informal systems 



Social events, communities of practice, person-to-person contacts

Challenge to make tacit knowledge explicit, capture it, add to it, transfer it

STARTING A KNOWLEDGE MANAGEMENT IN THE ORGANIZATION REVIEW YOUR OPTIONS DO NOT GET TOO HUNG UP ON “THE BEST” KEEP IT SIMPLE – AVOID ROCKET SCIENCE LEARN WHILE DOING LOOK AT YOUR ORGANIZATION’S GOALS LOOK FOR NEEDS, PROBLEMS AND PAINS START SMALL DO NOT TAKE OFF WITHOUT A PILOT REMEMBER THE “BIG THREE”: PEOPLE, PROCESSES, TECHNOLOGY THE ULTIMATE AIM: INSTITUTIONALIZATION

KM TOOLBOX – INVENTORY OF TOOLS AND TECHNIQUES After Action Reviews (AARs) Communities of Practice Conducting a knowledge audit Developing a knowledge management strategy Exit interviews Identifying and sharing best practices Knowledge centers Knowledge harvesting Peer assists Social network analysis Storytelling White pages

THE LFA APPROCH 

SITUATION ANALYSIS 

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  

STAKEHOLDER ANALYSIS PROBLEM ANALYSIS OBJECTIVES ANALYSIS

STRATEGY ANALYSIS PROJECT PLANNING MATRIX IMPLEMENTATION

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1

SITUATION ANALYSIS - 1 

STAKEHOLDER ANLYSIS 

   



IMPORTANT GROUPS ORGANISATIONS AND INSTITUTIONS IMPLEMENTING AGENCIES OTHER PROJECTS INDIVIDUALS

HAVING AN INFLUENCE ON THE SITUATION OR PROJECT, OR ARE AFFECTED BY IT FAVOURABLY OR UNFAVOURABLY

36

SITUATION ANALYSIS - 2  

STAKEHOLDER ANALYSIS – KEY QUESTIONS: Who will be involved in knowledge management development?



Where will it be developed?



Who will facilitate development?

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What is the background information needed?



What is the requirement of materials and logistics?

37

SITUATION ANALYSIS - 3 

PROBLEM TREE ANALYSIS 

  

38

WHAT IS A PROBLEM? BEGIN WITH A STARTER PROBLEM, FROM AMONG THE PROBLEMS IDENTIFIED DEVELOP CAUSE-EFFECT RELATIONSHIP / PROBLEM TREE IDENTIFY THE ROOT PROBLEM(S)

SITUATION ANALYSIS - 4 

OBJECTIVES ANALYSIS  

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RE-STATE THE PROBLEMS AS OBJECTIVES, i.e. POSITIVE DESIRABLE STATES DEVELOP OBJECTIVES TREE – ENDS-MEANS DIAGRAM FROM PROBLEM TREE

STRATEGY ANALYSIS 

 

ANALYSIS OF ALTERNATIVES – SYSTEMATIC WAY OF SEARCHING FOR AND DECIDING ON PROBLEM SOLUTIONS INVOLVES CLUSTERING OBJECTIVES EXAMINATION OF FEASIBILITY OF DIFFERENT INTERVENTIONS

40

PROJECT PLANNING MATRIX

THE OBJECTIVES THE PROJECT

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THE PROJECT ENVIRONMENT

DEVELOPING KM ENVIRNMENT 

PEOPLE 

   

  

 

Why people don’t want to share knowledge – or do they? Organizational culture Individual behavior Alignment of rewards & recognition Make knowledge work part of everyone’s job Develop relationships Educate people about what is involved and skill them to do it Demonstrate the value Create champions and heroes Make it easy

DEVELOPING KM ENVIRNMENT  PROCESS

Organizational processes and infrastructure  Organization’s ability to work with computers  Knowledge management infrastructures 

TECHNOLOGY

DEVELOPING KM ENVIRNMENT IT AND KNOWLEDGE MANAGEMENT

Groupware

Software specifically designed for group of people, not just individuals

Intranets

An intranet is simply a private Internet.

Video conferencing

Time CONNECTING PEOPLE WITH PEOPLE: COLLABORATIVE TOOLS

Email Place Social presence Technology

COMMON COLLABORATIVE TOOLS Email Discussion boards Video conferencing

Project support tools Workflow tools E-learning tools

Virtual working tools

CONNECTING PEOPLE WITH INFORMATION  

 

COLLECTING THE CONTENT ORGANIZING THE CONTENT RETRIEVING AND USING THE CONTENT TOOLS & PROCESSES FOR CONTENT MANAGEMENT  

 



Taxonomies Thesauri/thesaurus Search engines Portals

KNOWLEDGE CREATION TECHNOLOGIES 

  

Data mining Tools Information visualization Decision trees Root cause analysis

KNOWLEDGE INFORMATION DATA MANAGEMENT

Data governance Data asset

Data governance

Data Security Management Data steward

Data access

Data erasure

Data privacy

Data security

Data Architecture, Analysis and Design Data analysis

Data architecture

Data modeling

Data Quality Management Database Management Data maintenance

Database administration

Database management system

Data cleansing

Data integrity

Data quality

Data quality assurance

Reference and Master Data Management Data integration

Master data management

Reference data

Document, Record and Content Management Document management system

Data Warehousing and Business Intelligence Management Business intelligenc e

Data mart

Data mining

Data movemen t

Data warehous ing

Records management

Meta Data Management Meta-data manageme nt

Metad ata

Meta data disco very

Metadata publishing

Metad ata registr y

CONTACT DATA MANAGEMENT Business continuity planning

Marketing operations Customer data integration Identity management Identity theft Data theft ERP software CRM software Address (geography) Postal code Email address Telephone number

DATA EXTRACTION & INTEGRATION 

Getting heterogeneous data into the Warehouse: Data from different DBMSs (Data base management system), external information providers, various standard applications,...Tasks:     

 

Extraction (accessing different databases) Cleaning (resolving inconsistencies) Transformation (different formats, languages) Replication (importing a whole DB) Analyzing (detecting invalid values) Checking for data quality (correctness, completeness) Update metadata, if necessary

RECONCILED DATA

EXTRACTION & INTEGRATION FROM THE VIRTUAL UNIVERSITY LINK COLLECTION TRANSACTION LOG DIGITAL LIBRARY TRANSACTION LOG AUTHENTIFICATION SERVICE LOG

PERSONALIZED SERVICE LOG

DATA AGGREGATION & CUSTOMIZATION 

 

Getting (multidimensional) data out of the Warehouse as the input for: Reporting (summarized by: who, when, where, what) Query tools 



 

Online analytical processing (OLAP) Geographic information systems (GIS)

Decision support systems (DSS) Executive information systems (EIS)

DATA WAREHOUSE 

A data warehouse is 



a central repository for all or significant parts of the data that an enterprise's various business systems collect.

It enables the management to access the available data in an efficient way, learn about trends and make informed decisions.

DATA MINING 



Data mining is the exploration and analysis, by automatic or semiautomatic means, of large quantities of data to discover meaningful patterns and rules. Reasons for Data Mining:     

Data is being produced Data is being warehoused Computing power is affordable Competitive pressure is strong Commercial Data Mining software packages are available

TRANSFORM DATA IN TO ACTIONABLE INFORMATION IDENTIFY BUSINESS PROBLEMS WHERE ANALYZING DATA CAN BE IMPROVED

ACT ON THE INFORMATION

MEASURE THE RESULT

SOME APPLICATIONS FOR DATA MINING  

   

Market segmentation Identifying 'good' and 'bad' customers Fraud detection Detecting cross selling potential Basis for marketing decisions (shelfing, sales promotions) Mass customization / recommender systems

COMMON TECHNIQUES FOR DATA MINING 

Data mining uses mostly techniques from artificial intelligence (AI) research. Examples are:      

Memory-based reasoning Automatic cluster detection Decision trees Neural networks Genetic algorithms Market basket analysis (MBA)

MEASURING THE EFFECTS OF KNOWLEDGE MANAGEMENT

MEASURING THE IMPACT OF KM ON THE ORGANISATION’S PERFORMANCE 

THE BALANCED SCORECARD     

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

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Financial Customer Internal Processes Learning & Growth The LFA Approach

Return on investment (ROI) The Knowledge Management life cycle  Get started  Develop a strategy  Design and launch a knowledge management initiative  Expand and support  Institutionalize knowledge management

Employee Survey

KNOWLEDGE MANAGEMENT PRACTICE IN VARIOUS ORGANIZATION WIPRO HINDUSTAN LEVER Dr. REDDY’S LABORATORY

WIPRO 

Knowledge Management in Wipro InfoTech has three objectives:   



Mature the organization to a competency based and knowledge driven organization. Enable new technology/practices adoption for diversification and growth. Develop competency extension framework to create new business opportunities.

The Wipro InfoTech KM framework has three main frameworks .   

Learning , KEEP (Knowledge Enhancement, Extraction and Practice) CARE (Competency Augmentation with Research Excellence).

LEARNING 





Learning ensures that people build their competency using a mix of tools and processes like E-learning, competency assessment and competency development through specialized training and personalized instruction. THE COMPETENCY MODEL  Competency definition  Evaluation of current competency for existing technology  Evaluation after developing the competency on newer technology Online evaluation and assessment is used to identify current competency levels. E-learning and Instructor Lead Training (ILT) are extensively used to bridge the gaps.

KEEP (Knowledge Extraction, Enhancement and Practice) 

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They ensure collection of disparate knowledge and expertise within the organization into a central repository. The knowledge is supplemented by gathering additional information from various external resources. The four pillars of KEEP are  

 

Taxonomy (a uniform structure through which knowledge can be stored and accessed) It enablers, Practice based offering and Knowledge channels.

CARE (Competency Augmentation through Research and Excellence) 



Through CARE they leverage on the expertise and knowledge built up in the organization to come up with innovative products and services. They inculcate creative thinking within Wipro InfoTech that capitalizes on people competency and expertise, supplementing it with a technology tracking activity, resulting in higher intellectual property.  



By facilitation of technological roadmap Using external research resources Internal intelligence.

HINDUSTAN LEVER LIMITED  

Building Communities of Practice IT interventions  



Connecting people to people Providing Collaboration tools

Culture Change Initiatives  

A system of Reward & Recognition Knowledge Strategies 

Focused Learning Approach

DR REDDY’S LABORATORIES Top Management Involvement

Cross-functional Ownership Major Discrepancies in KM implementation:

Obstructive Organizational Structure Lack of Pull for KM System

Dysfunctional Reward System

THE RESEARCH

THE OBJECTIVE OF THE RESEARCH 

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

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The objective of the report is to identify the extent to which organizations are aware about knowledge management. In addition, the focus is on understanding how the knowledge management initiators foresee the implementation process and deriving of benefits from this task. There are organizations participating in this survey that have or are planning to implement a knowledge management strategy. The report investigates the scope of effective implementation of a knowledge management strategy in the workplace of these front-line organizations.

THE RESEARCH METHOD 

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The research was conducted with the help of bml consulting company the focus group included  Managing directors,  Chief executive officers,  Chief knowledge officers with specific responsibilities for knowledge management in 16 organizations with turnover exceeding Rs. 5000 millions (a$200 million) a year. The selection of the respondents was based on the size of the companies, which have the greatest need to implement knowledge management initiatives.

CURRENT STATE OF KNOWLEDGE MANAGEMENT (KM) 

Knowledge Management Strategy in Place



Respondents were asked whether their organization had a Knowledge Management initiative in place. Overall, 75% of respondents said that their organization had a knowledge management strategy in place.

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STATUS OF ORGANIZATIONS’ KNOWLEDGE MANAGEMENT PROGRAMMES 

Respondents were asked to specify the extent of their organization’s Knowledge Management program. 

  

12.5% said their organization had Knowledge Management as an integral part of their business process and the value of organizational knowledge is reported to their stakeholders. 31.5% have integrated the knowledge management strategy with some technical or cultural issues. 37.5% of the respondents are utilizing knowledge management procedures to achieve known benefits and 50% have initiated knowledge in a non-uniform manner with pilot approaches in place. 50% of the respondents have no knowledge management strategy in place for achieving overall organizational goals.

KNOWLEDGE MANAGEMENT DRIVER 

Respondents from organizations that had or were considering a KM program were asked to specify at the level in the organization it is most suitable to implement a knowledge management strategy.   

50% said KM implementation is most suitable organizationwide and a further 37.5% identify the departmental level to be the most suitable. This indicates that the drivers of the concept visualize knowledge management activities to spread across the organization.

EXPERIENCE TO DATE OF KNOWLEDGE MANAGEMENT  





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CURRENT KM PROBLEMS Respondents were asked to rate issues related to implementing Knowledge Management on a percentage basis as to how critical they are in the current business scenario. Respondents‟ views largely indicate knowledge transformation from tacit to explicit as a major issue and rated it at 73%. Issues like lack of “sharing knowledge” and “reinventing the wheel” were rated at 68% and 62% respectively indicating a major concern for a successful implementation of Knowledge Management, in the industry. Less critical issues identified by the respondents‟ were Information Overload and Complex System at 55% and 41% respectively.

CURRENT KNOWLEDGE RELATED ISSUES

MAJOR ISSUES IN THE NEXT FIVE YEARS 





The respondents were also asked about the future business problems affecting their decision making process in the coming five years and also as to what issues would be best managed by a successful implementation of a knowledge management strategy. The biggest threat identified by the respondents was the ability to reduce the time to market and develop a competitive advantage. Cost reduction and improved productivity follow this issue. Quality of the product was one of the major issues but was not identified as an immediate threat to business sustainability.

MAJOR ISSUES IN NEXT 5 YEARS

ACHIEVING THE BENEFITS  







POTENTIAL ROLE OF KM Respondents were asked about the potential role KM can play in achieving specific organization objectives on a longterm and/or short-term basis. The response from the survey revealed that potential benefits on a long-term basis would be in context of improving “revenue growth” and further enhancing competitive advantage. Another potential long-term benefit identified was “employee development” and “product innovation”, which are very critical parameters in measuring the success of a KM implementation. Key short-term benefits expected by respondents would be “reducing costs”, “improving marketing strategies”, “enhancing customer focus” and “facilitating profit growth.

KM AND ROLE OF TECHNOLOGY 

USE OF TECHNOLOGY TO IMPLEMENT KM



Respondents were asked about their use of technology to manage information.  88% had implemented Internet access.  75% had an intranet,  63% used a document management system.  Around 50% had a decision support system in place and  44% used data warehousing and mining techniques.

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One interesting finding was a very low use of Groupware technologies,

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but 50% of the organizations with a KM strategy in place were planning to implement Groupware in the next 6 m0onths.

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Another interesting find was that respondents with a KM strategy in place are currently at a preliminary level.

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This is because the use of Artificial Intelligence based techniques for making knowledge available in a most accurate manner was not on the planning agenda.

IMPEDIMENTS FOR A SUCCESSFUL IMPLEMENTATION 

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



Respondents who had a KM strategy in place or were planning to implement a sound KM Strategy were asked about the most likely threats they foresee in a successful implementation. According to the respondents, the integration of knowledge into everyday use in a normal working place and lack of use uptake due to insufficient communication were the major threats. In addition, threats such as, the user being unable to perceive personal benefits, and lack of participation from the senior management towards developing a sound KM strategy. These remained the prime areas of concern.

ORGANIZATIONAL IMPLICATIONS  

FAILURE TO UNDERTAKE KEY KM REQUIREMENTS Respondents were asked when their organization intended to implement certain facets of KM practices.     

Implementing enterprise resource planning, creating a KM strategy and benchmarking the current situation score more than establishing knowledge policies, incentives for knowledge working, creating a knowledge map or measuring intellectual capital.

KNOWLEDGE MANAGEMENT ACTION TAKEN TO DATE 

Respondents whose organizations had a KM program were asked about the activities the KM strategy planners had undertaken– such as   

rewarding knowledge working, create a knowledge map and measuring intellectual capital.

THE KNOWLEDGE JOURNEY 

   



Respondents were asked where their organization stood in terms of KM. We provided them with five descriptions and asked them to specify the most appropriate stand of the organization: 1. The organization does not demonstrate a relationship between the importance of KM and the achievement of organizational goals. 2. Awareness and implementation of KM across the organization may not be uniform but pilot projects are in place in some areas. 3. The organization uses KM procedures and tools and it is recognized that KM brings some benefit to the business 4. The organization has an integrated framework of KM procedures and tools, but there are some technical and cultural issues still to be overcome 5. KM procedure are an integral part of organizational and individual processes and the value of knowledge is reported to the stakeholders





Respondents were optimistic in terms of where they saw their organizations‟ stood in terms of KM development. Most saw their organization falling into stages 3 or 4. There is also a realization that there is still a long way to go for a successful implementation of the Knowledge Management process.

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