Why top-tier KM programs map their knowledge
Turning knowledge maps into business results
Some organizations, such as Bechtel, use knowledge maps to turn undocumented knowledge into reusable knowledge assets. Bechtel uses knowledge maps to create detailed knowledge transfer plans for retiring experts and their successors. Each plan is unique and tailored to address the gaps revealed by the expert’s knowledge map. The plans leverage a range of knowledge transfer methodologies including mentoring, formal training sessions, technical documentation, wiki articles, and job shadowing.
The Goodyear Tire & Rubber Company also uses knowledge maps to document and preserve at-risk knowledge. Goodyear turns its knowledge maps into learning journals, which are tools to help experts’ successors prepare for their roles. Goodyear’s learning journals are a valuable asset to mentors and mentees in the organization’s technical mentoring program. Knowledge mapping has also led to improvements in Goodyear’s standard work processes and the documents (e.g., job aids) that support those processes.
Other organizations use knowledge mapping to drive KM strategy. Trianz used knowledge mapping to put its new KM program on the path to success. Its chief knowledge officer performed knowledge mapping across the business, which provided a top-down view of key stakeholders, knowledge assets, knowledge flows, and knowledge needs across the enterprise. The chief knowledge officer analyzed the maps to develop a portfolio of KM approaches targeted to the organization’s specific knowledge needs.
At Trianz, mapping also identified opportunities to cut costs and improve security. The maps revealed more than a dozen different platforms where employees shared and stored knowledge across the organization, including many that were not properly secured or broadly accessible. The organization was paying for individual licenses for storage platforms, and groups were also purchasing duplicative research reports. Trianz’ chief knowledge officer used these findings to build a business case for consolidating knowledge assets onto a single, shared, and secure platform.
The U.S. Army ARDEC also uses knowledge mapping to focus KM on business needs. Its KM team used an enterprise knowledge map to articulate links between knowledge, business processes, and data architecture across its seven directorates. This helped the organization identify gaps and interdependencies between knowledge, processes, and data. According to ARDEC’s CIO and Knowledge Management Office Chief Scott Miller, this approach helped the KM office “discover connections across the enterprise and opportunities we’ve been missing by not understanding business needs fully.”
ARDEC’s enterprise knowledge map provides enduring value as the organization grows and changes. For instance, several years ago the organization acquired a new director who rearranged some strategic priorities. Using the enterprise-level knowledge map as a starting point, the KM office was able to quickly remap its current projects and data to fit into the new mission and vision.
Knowledge mapping is worth it
Especially when performed across the entire enterprise, knowledge mapping requires significant time and effort. However, there is simply no better way to align KM activities and investments with business needs. When knowledge mapping is well-executed and acted upon, it saves much more time than it takes. In fact, it’s a shortcut to pinpoint the biggest risks and opportunities so you can get the most bang for your KM buck.
This article is based on APQC’s 2018 Knowledge Mapping in Action research.