When reading the last release of the APQC knowledge management maturity model and related KM Capability Assessment Tool, that is part of the march APQC content update on knowledge management. As for the majority of maturity assessment approaches, focus is on the management and rather institutional aspects. The levels indicated in the model indicate a focus on the knowledge management practice to be evaluated in isolation as a formal process. The knowledge management process, its standardisation and roll out of it is placed at the center of the evaluation.
In current society with a stress on innovation, routine and replication is less important than in an era or environment of industrial production where quality and productivity were and are central points to address. In a context of commodity however the traditional maturity models have proven to be valuable. They reflect the need for and value of reuse in different contexts scaling to the complete organisation, thus most valuable to large organisations.
Another angle on the maturity modelling could stress the cultural and intrinsic knowledge value. It would stress knowledge creation, sharing, dissemination, cultural openness and position knowledge as creative asset in relation to organisational and corporate value creation.
Although the same approach would be followed and similar stages will be identified others would be specific.
Proposed levels
Level 1 – Growing awareness on the value of knowledge for the organisation’s performance and growth.
Level 2 – First approaches for sharing knowledge both on the level of organisation and infrastructure mostly confined in existing silos.
Level 3 – Cross unit/discipline sharing of knowledge experience and ideas. The organisational fabric and information sharing and collaboration infrastructure and culture permits sharing of knowledge across the board.
Level 4 – Valuing of knowledge as a core asses: in this phase people are appreciated and encouraged for coming up with ideas and sharing them. It becomes part of the evaluation and promotion
Level 5 – Knowledge is used to innovate and to innovate the knowledge pool in the organisation. Thinking further and being innovative creates a vibe in the organisation so that value is added to products, the product portfolio and the group does not suffer from the Red Queen effect.
However comparable to the APQC model, we stress, if only through wording, the knowledge that is managed, less on the management process and the related standardisation. Ultimately we strive for dynamic knowledge and related knowledge dynamics. Progressing through the stages focus is more on sharing and generating rather than managing and controlling knowledge, giving more room for emergence. Taking knowledge value up as an asset in the corporate balance is an ultimate stage but difficult to achieve when it comes to measuring knowledge value.