 |
 |
 |
|
KMAP is a very powerful planning process tool that was developed by Dr Karl-Erik Sveiby to address this dilemma.
KMAP is used to:
 |
Stimulate discussion around business plans, strategic objectives and operational issues |
|
|
Generate projects |
|
|
Rank the projects and... | |
|
Create the necessary buy-in and commitment to carry them out |
The participants identity and define issues and thereafter select projects and activities to address them. The process features 47 Knowledge Strategy Issues and more than 300 predefined projects to aid and guide discussion; the process encourages participants to generate and define additional issues.
The projects selected in the KMAP process are scrutinised to select the 10-20 projects that will have the most impact. Indicators for success are determined using the Intangible Assets Monitor methodology (a balanced scorecard that includes tangible and intangible trackers).
The purpose of the program is to establish where a Knowledge Focused Approach will create the most benefits and to recommend projects to be started. A comparison is then undertaken between the proposed KMAP Projects and the existing Strategic Plan.
The generic KMAP is usually sufficient, but it can be tailor made to fit particular client issues and the process is usually run by an accredited facilitator.
Existing Users
KMAP has been used by many leading organisation worldwide including:
Private Sector
Motorola, Phillips, Microsoft, PriceWaterhouseCoopers, Fosters Brewing,
Mobile Telephone Network SA, Ansett Airlines, Deloitte Touche.
Public Sector
South Gippsland Shire Council, Australian Tax Office, Australian Department of Justice (Victoria), Hanken Business School (Helsinki).
Building Awareness of KM
The strength of Knowledge Management Activity Planning (KMAP) is that it integrates some of the key concepts of knowledge management with planning specific actions to improve the organisation.
Moreover, it is a powerful development tool to build a KPI framework (or balanced scorecard) around activities and measures that really matter to an organisation; it takes the three strands of the Intangible Asset Monitor (External Relations, Individual Competencies, Internal Structures) and highlights the key areas for development.
|
|
|
 |
|
 |
|
|
Key Information |
|
 |
|
|
| Media: |
WorkMats and discussion cards. |
| Audience: |
Executives and managers needing to prioritise and plan actions within their organisation
Executives and managers needing to identify and develop the KPI's/metrics for their organisation
Executives and managers needing to turn a knowledge focussed strategy into an action plan.
As part of a Leadership or Management Development Programme.
|
| Workshop size: |
3-4 people per group. Up to six groups. |
| Time: |
4-5 hours. |
| Facilitation: |
Certified KMAP® facilitator plus co-facilitator if appropriate (possibly from client) |
| Languages: |
English, Dutch, French, German, Swedish |
| Key concepts: |
Key performance indicators
Intangible Asset Monitor
Interplay between tangible and intangible assets
Prioritisation
Projects
|
|
|
|
|
|
|
|
|
