Other Tools for KM Benchmarking
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Workshop on KM Benchmarking 19/06/2007
Open space session on Evaluation tools
Various other evaluation tools were presented during the open space working session.
Organizational Knowledge Assessment (OKA) methodology
Introduced by Galina Voytsehovska
Developed for World Bank by a Professor from University of Maryland, USA. The tool is used as a benchmarking start point for quantitative country assessment and agencies, government bodies and other organisations of the World Bank client countries. Used in organizations across the board, including not for profit sector and commercial organizations.
Process, systems model - 183 questions over 14 dimensions, producing a radar graph. Provides a visual tool for benchmarking organizational capacity (also a radar diagram, yet with many more dimensions).
The tool is much larger than the Learning Organization questionnaire - it combines both tools and processes, and focuses on a different perspective (ie. it is based on a different conceptual approach) than the Learning NGO questionnaire. It is more of a ‘stocktaking’ graph (asking for what is in place, ie. doing a sort of inventory) rather than asking for what functions KM should be fullfilled and what purpose KM should serve. It was pointed out that this was not used as an internal benchmarking tool within the WB as it had previously introduced a knowledge strategy. (For reference the WB has officially moved to Knowledge Sharing, rather than KM).
- OKA might be more subject of a changing understanding/weighting/prioritization of certain aspects of KM over time than the LNGO
- However, it might be easier to draw conclusions of what to do with the results after the assessment
Siemens' Knowledge Management Maturity Model (KMMM)
Introduced by Urs Karl who has been coaching the Swiss NGO SwissContact (http://www.swisscontact.ch), partly sponsored by Siemens.
(carefull: the KMMM is a commercial tool, and Siemens is asking for very high rates to apply it - up to €55'000!)
KMMM consists of two models: a development model and an analysis model.
Development Model
The KMMM wants to draw a "true picture" of KM in an organisation, point out the right interventions and provide comparable results.
The development model defines five maturity levels and provides information how to make the next reasonable step in Knowledge Management development.
Pyramid of five levels:
- Optimizing
- Managed
- Defined
- Repeated
- Initial
Analysis Model
The analysis model aims to take account of all important aspects of KM, and reveals which topics should be developed in future. The 64 topics are grouped in 8 key areas – these are partly based on the enablers of the EFQM Model for Business Excellence and have also been extended or differentiated to represent KM specific aspects. As an end result it again provides a radar diagram (cf. http://www.kmmm.org).
Most Admired Knowledge Enterprise study (MAKE)
Introduced by Michael Schueber
An assessment tool used chiefly in business sector to compare competitive value of companies. Measured over 8 dimensions:
- Ability to create and sustain an enterprise knowledge-driven culture
- Ability to develop knowledge workers through senior management leadership
- Ability to develop and deliver knowledge-based projects/services
- Ability to manage and maximize the value of enterprise intellectual capital
- Ability to create and sustain an enterprise-wide collaborative knowledge-sharing environment
- Ability to create and sustain a learning organization
- Ability to manage client knowledge to create value and enterprise intellectual capital
- Ability to transform ADB knowledge to reduce poverty and improve clients' standard of living
It has been adapted by Teleos, UK, for ADB. Sent to 160 selected people, though initial response rate very poor and had to be resent. Included disaggregation into staff groups, national officers, KMAPPS, Department ADB Staff (Michel to correct this?)
http://www.knowledgebusiness.com/knowledgebusiness/templates/home.aspx?siteId=1&menuItemId=25
Britton’s Learning Organization questionnaire is probably a more appropriate tool for NGOs and the development sector. The MAKE tool is intended to scale companies to raise their market share. It aims much towards an improvement of the performance of an organisation in itself.
Group Process Indicators (GPIs)
Introduced by Connell Foley
The NGO Learning questionnaire may not be the right tool for small community evaluations. Connell outlined a simple tool used for capacity assessment for small groups that could be adapted for measuring KS. The basic idea is, that a group designs itself a specific tool and scores the own group/institution for self-assessment purposes (and eventually the definition of strategies & actions); this process provides a very adapted tool and brings much ownership. There is a short instruction on how to use it.
Marc Steinlin outlined a similar assessment tool he had used in a human rights context – a measurement grid (4x5) (A-D, 1-5). A similar grid format has been produced by Michael Alford of the UN System Staff College (UNSSC), which is called KM Self Assessment Tool.
River Diagram
by Collison C & Parcell G, Learning to Fly,
Outlined in session 19/06/2006 by Maarten Boers.
Used to identify relative strengths / weaknesses within organization in order to allow weaker areas to be coached by stronger. (Link to session notes)
