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Strategy Development, Review and Target-Setting

B1

Develop a programme of ongoing research and surveillance (e.g. environmental scanning) to ensure the availability of the knowledge and expertise necessary to support the current and future business strategy. Plan for the establishment of the resources and mechanisms to support this and to respond to situation-specific requests for knowledge. Incorporate review and adaptation processes to permit the plan to change as the business environment changes.

Improvement Planning

Practices-Outcomes-Metrics (POM)

Representative POMs are described for Strategy Development, Review and Target-Setting at each level of maturity.

2Basic
  • Practice
    Identify basic KM principles.
    Outcome
    Foundations are in place to develop a KM policy.
    Metrics
    • # of KM principles identified.
    • % of KM principles used as input to develop a KM policy.
  • Practice
    Define basic KM goals and objectives at team or department levels.
    Outcome
    Foundations are in place to develop a knowledge strategy.
    Metrics
    • # of department level formal meetings to define KM goals and objectives.
    • % of KM goals and objectives used as input to develop a KM strategy.
  • Practice
    Identify a basic list of KM issues at department level.
    Outcome
    Foundations are in place to develop a KM programme and prioritize issues in the KM programme.
    Metrics
    • # of KM issues identified.
    • % of departments submitting issues to be addressed in the KM programme.
  • Practice
    Assign resources to update the KM strategy based on intelligence.
    Outcome
    The KM strategy may reflect external developments and changing priorities.
    Metric
    # of resources assigned to gather KM intelligence.
3Intermediate
  • Practice
    Specify details of priority short-, medium-, and long-term knowledge goals.
    Outcome
    Goals are in place to develop a more detailed KM strategy.
    Metrics
    • # of prioritized goals agreed at department level.
    • % of goals input into the KM strategy.
  • Practice
    Identify key stakeholders and ensure they have input to the KM strategy.
    Outcome
    The KM strategy reflects input from key stakeholders, and buy-in to the KM strategy is high.
    Metric
    % of stakeholders who have input into the KM strategy.
  • Practice
    Assign a central team (resources) to plan, define, and design the KM strategy.
    Outcome
    KM strategy development is coordinated across the organization and includes input from all key people in the organization.
    Metrics
    • % of departments represented on the central team.
    • Frequency of meetings of the central team.
    • Speed of progress in developing an agreed KM strategy.
  • Practice
    Ensure that an agreed approach is in place to communicate the KM programme and change management across organization functions.
    Outcomes
    • Coordinated and consistent communication on the KM strategy is evident.
    • Effective change implementation and high levels of employee buy-in are supported.
    Metric
    % of stakeholders to whom the KM programme is communicated.
  • Practice
    Ensure that the senior management review is aligned to knowledge goals annually.
    Outcome
    Knowledge goals reflect changing organizational priorities.
    Metrics
    • Yes/no indicators for annual review of aligned knowledge goals.
    • % change of knowledge goals to reflect changed priorities.
  • Practice
    Conduct regular reviews of external knowledge sources.
    Outcome
    Strategy is informed by relevant changes in the external environment.
    Metrics
    • # of reviews carried out.
    • % of strategy development meetings that include input from external reviews.
4Advanced
  • Practice
    Ensure sponsorship of the KM programme by senior management at an enterprise level.
    Outcome
    Approved sponsorship by senior management accelerates improvements in KM.
    Metric
    % of senior management sponsoring the KM programme.
  • Practice
    Conduct regular employee workshops on the KM strategy.
    Outcome
    All employees are aware of their role in KM and the KM strategy development.
    Metrics
    • Frequency of workshops.
    • % of employees at department level who are aware of their role in KM.
    • % of employees at department level who are aware of how the KM strategy is developed.
  • Practice
    Establish a process to measure the contributions of the knowledge strategy at an enterprise level.
    Outcome
    Evidence of the impact of the knowledge strategy is available.
    Metrics
    • Existence of a process to measure the contributions of the knowledge strategy.
    • % positive contributions of the knowledge strategy.
  • Practice
    Assign ownership of the knowledge strategy and its annual revision to a senior executive governance body.
    Outcome
    The knowledge strategy is supported by senior management, and is reviewed in line with senior management expertise and intelligence.
    Metrics
    • Confirmation that a senior executive governance body has been established.
    • Evidence that responsibility for knowledge strategy ownership and annual revision of it have been assigned to a senior executive governance body.
    • Frequency of revision (# of iterations per year).
  • Practice
    Review alignment of the knowledge strategy with the organizational strategy.
    Outcome
    The KM strategy contributes to the business strategy.
    Metric
    Frequency of review and revision of the knowledge strategy (# of revisions per 1–2 years).
5Optimized
  • Practice
    Align department level short-, medium-, and long-term knowledge goals at an enterprise level, and include these in the business plan.
    Outcome
    Coherent organizational and KM strategy alignment maximizes the benefit from KM activities.
    Metrics
    • % of aligned, prioritized, time-based goals adopted in the framing of the KM strategy.
    • Yes/no indicators for alignment of knowledge goals.
    • Yes/no indicators for inclusion of aligned knowledge goals in the business plan.
  • Practice
    Ensure that the KM strategy is regularly monitored in line with external developments and that changes are reported for decision-making purposes.
    Outcome
    The KM strategy accurately reflects developments in the external environment and will deliver its planned benefits.
    Metrics
    • Frequency of monitoring of the KM strategy (# of monitoring routines every 3 months).
    • # of changes reported.
    • # of decisions made based on reported changes.
  • Practice
    Continually review and assign directed accountability and governance responsibilities for the KM programme and behaviour-shaping responsibilities.
    Outcome
    Directed accountability and governance responsibilities are assigned.
    Metrics
    • Confirmation of assignment of directed accountability and governance.
    • # of senior managers with assigned responsibilities.
  • Practice
    Continuously improve communication of the KM strategy using change management techniques such as regular workshops soliciting employee feedback.
    Outcome
    Optimized communication of the KM strategy is achieved.
    Metrics
    • # of change management actions/interventions.
    • Frequency of workshops.
    • # of iterations of employee surveys and corresponding feedback.
    • % evidence of improved communication (e.g. range of methods, frequency of communications).