CHAPTER 9

1. CHAPTER 9 KM STRATEGY AND METRICS

2. INTRODUCTION This chapter discusses two more additions to the integrated KM cycle: a sound KM strategy that is linked to the overall business objectives of the organization and a good metrics framework to monitor progress toward those organizational goals (see Figure 9-1).

3. INTRODUCTION The two most commonly encountered objectives of knowledge management are innovation and reuse. Innovation is closely linked to the generation of new knowledge or new linkages between existing knowledge. Reuse forms the basis for organizational learning and should be viewed more as a dissemination of innovation.

5. INTRODUCTION A number of different types of business requirements may trigger the need for KM. The most commonly encountered business drivers include: 1. Imminent retirement of key personnel. 2. Need for innovation to compete in a dynamic, challenging business environment. 3. Need for internal efficiencies in order to reduce costs and effort (e.g., time to market a new product).

6. INTRODUCTION A balance between innovation and organizational structure should be the desired outcome of a good KM strategy. In the past, innovation and reuse (efficiency garnered through institutionalization of KM processes) have often been presented as mutually exclusive objectives. Organizational KM strategies were characterized as either aimed toward promoting innovation or increasing efficiency through organizational structure.

7. FRAMEWORK ZACK Analisiseksternalorganisasi Analisis Internal organisasi Penyusunan Strategi Organisasi Faktorkuncisukses KekuatandanKelemahan Peluangdanancaman Strategiorganisasi Apayg hrs dilakukanorganisasi Apaygsdhdilakukanorganisasi Strategic Gap Analisis Knowledge Gap Knowledge Gap Apayg hrs diketahuiorganisasi Apaygsudahdiketahuiorganisasi

8. KM Metrics • KM metrics are a series of techniques that are currently used to measure how successful the KM strategy was and how well the recommended KM initiatives were implemented. Jenisnya : • Analisis K-SWOT • Benchmarking • Balance Scorecard

9. Benchmarking Method • Benchmarking is the search for industrywide best practices that lead to superior performance. • It usually consists of a study of similar companies to determine how things are done best in order to adapt these methods for their own use. • There are two general types of benchmarking: internal benchmarking, which involves comparisons against other units within the same organization or a comparison of a single unit over different time periods; and external benchmarking, which involves a comparison with other companies.

10. Benchmarking as a tactical planning tool originated with Xerox Business Systems in the late 1970s. • At that time, Japanese affiliates were selling better quality copiers for less than the manufacturing costs of similar products in the United States; Xerox wanted to know why as well as whether or not they could emulate them. Similarly, one of the first experiments in benchmarking was in the production logistics area (warehousing, picking, packing, and shipping) when Xerox Business Services benchmarked with L. L. Bean, a clothing manufacturer, which had one of the best logistics operations in the world.

11. Balance Scorecard Method • The balanced scorecard method (BSC) is a measurement and management system that enables organizations to clarify their vision and strategy and to translate them into action. • It provides feedback on both the internal business processes and external outcomes in order to continuously improve strategic performance and results.