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Know your organization’s KM level – KM Maturity Model



Characteristics of Maturity Levels of CMM-based KMMMs

Level 0

  • Lack of identification of knowledge assets
  • Knowledge sharing discouraged
  • General unwillingness to share knowledge
  • People do not seem to value knowledge sharing

Level 1

  • Growing awareness of the need to manage knowledge
  • No conscious control of knowledge processes
  • KM unplanned and random
  • Knowledge sharing is not discouraged
  • General willingness to share knowledge
  • People who understand the value of knowledge sharing share their knowledge
  • Knowledge assets are recognized / identified

Level 2

  • Awareness of the need to manage organizational knowledge
  • Value of knowledge assets recognized by organization
  • Pilot KM projects and “pioneers” exist
  • First structures defined
  • Processes planned and documented
  • Structures to establish awareness of KM methods in organization
  • Partial technological support for KM methods
  • Only routine and procedural knowledge shared
  • Knowledge sharing is on need basis
  • Basic knowledge-recording systems exist
  • Organization’s culture encourages all activities related to sharing of knowledge assets
  • Leadership / senior management communicates value of and shows commitment to knowledge sharing
  • Sharing is recognized / rewarded
  • Explicit knowledge assets are stored
  • Tacit and implicit knowledge are tracked

Level 3

  • Stable and “practiced” KM activities that are integrated with everyday work process
  • Activities support KM in individual parts of the organization
  • Relevant technical systems are maintained
  • Individual KM roles are defined
  • Systematic structure and definition of knowledge processes
  • Processes tailored to meet special requirements
  • Incentive system defined
  • Individual roles are defined
  • Systematic technological process support exists
  • Basic knowledge infrastructure established but knowledge is not integrated
  • Initial understanding of KM metrics
  • KM activities translated to productivity gains
  • Managers recognize their role in and actively encourage knowledge sharing
  • Sharing of knowledge is practiced
  • Leadership / senior management sets goals with respect to knowledge sharing
  • KM activities are part of normal workflow
  • KM systems / tools and mechanisms enable activities with respect to knowledge sharing
  • Centralized repositories and knowledge taxonomies exist

Level 4

  • Use of metrics to measure and evaluate success for driving business outcomes
  • Use of metrics (project / function level) - Employees find it easy to share knowledge assets
  • Employees expect to be successful in locating knowledge assets
  • Knowledge sharing formally / informally monitored and measured
  • Training and instruction on KMS usage is provided
  • Use change management principles in introducing KM
  • KM tools are easy to use
  • Common strategy and standardized approaches towards KM
  • Organizational standards
  • Improve systematic process management
  • Incentives quantitatively managed
  • Impact of technological support is evaluated quantitatively
  • KM is self-sustaining
  • Enterprise-wide knowledge sharing systems in place
  • Able to sense and respond to changes

Level 5

  • Continuously improving practices
  • Flexible to meet new challenges
  • Mechanisms and tools to leverage knowledge assets are widely accepted
  • Systematic effort to measure and improve knowledge sharing
  • KM tools periodically upgraded / improved
  • Business processes that incorporate sharing of knowledge assets are periodically reviewed
  • Metrics are combined with other instruments for strategic control
  • Structures for self-optimization exist
  • Technologies for process support are optimized on a regular basis
  • Pilot projects are performed
  • Culture of sharing is institutionalized
  • Sharing is second nature
  • ROI-driven decision making
  • Organization a knowledge leader


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