Proceedings of the 3rd European Conference on Intellectual Capital

4. Conceptual KM maturity model
Theodora Ngosi et al.
4.1 Meta-elements <strong>of</strong> <strong>the</strong> KM maturity model
In this section we propose a conceptual model aimed at increasing KM maturity and capability in
organisations. This model applies <strong>the</strong> meta-elements <strong>of</strong> <strong>the</strong> IT-CMF, namely: <strong>the</strong> MP for ‘Managing
<strong>the</strong> IT Capability’, <strong>the</strong> maturity levels and CBBs described earlier. This MP ensures that we retain our
focus on <strong>the</strong> association between business strategy, IT and KM in a much broader sense that
addresses KM capabilities. In brief, IT capability is defined as <strong>the</strong> ability to mobilise and deploy ITbased
resources (such as hardware, s<strong>of</strong>tware and services) in combination with o<strong>the</strong>r resources
(such as people, skills, IT infrastructure) and capabilities all embedded in processes and business
routines (Bharadwaj, 2000). Organisation capabilities address, among o<strong>the</strong>r factors, business
leadership, operational efficiency, and performance improvements to successfully create effective
strategies for business or value (cf. Overby et al 2006; Ulrich & Smallwood, 2004).
4.2 Structure and qualities <strong>of</strong> <strong>the</strong> conceptual KM maturity model
The proposed model depicted in Figure 2 pr<strong>of</strong>iles two views: The static view representing <strong>the</strong>
structure <strong>of</strong> KM maturity in five maturity levels <strong>of</strong> <strong>the</strong> IT-CMF. The dynamic view addressing <strong>the</strong> CBBs
that articulate <strong>the</strong> scope <strong>of</strong> each maturity level including its dominant qualities <strong>of</strong> maturity and
example capabilities, from one level to <strong>the</strong> next (see Table 2).
Level 1-Initial
In this level, we focus on <strong>the</strong> CBBs formal plans driven by a definition <strong>of</strong> <strong>the</strong> organisation’s maturity
posture. The organisation can use <strong>the</strong> IT-CMF comprehensive self-assessment questionnaire tailored
to capture a maturity posture against any <strong>of</strong> <strong>the</strong> four MPs described earlier. In our view, this
assessment is a prerequisite for <strong>the</strong> planning process for <strong>the</strong> KM effort. A detailed assessment may
take four to six weeks (Agerback & Deutscher, 2010) requiring <strong>the</strong> organisation not only to assesses
its practices, but also that it understands <strong>the</strong> implications <strong>of</strong> its maturity posture against defined KM
issues it aims to develop. The results <strong>of</strong> this assessment help <strong>the</strong> organisation to define formal plans
for <strong>the</strong> KM effort that can include: (a) capabilities needed at appropriate levels <strong>of</strong> maturity; (b) a
strategy and goals that provide a baseline for measuring contributions <strong>of</strong> <strong>the</strong> KM programs (Heisig &
Iske, 2003); and, (c) KM roadmap that can serve as an implementation guideline for individual
programs.
Level 2-Basic
At level-2 we apply <strong>the</strong> CBBs, organisation knowledge culture and implementation <strong>of</strong> KM. The
organisation knowledge culture operates at a deeper level where employees can perform KM
activities (Cooper, 1998). It enables empowerment, trust and respect before employees really start to
engage in creating, sharing and exploiting knowledge and learning (cf. Oliver& Kandadi, 2006). Key
decisions around culture will include assigning skilled roles such as KM directors that can drive <strong>the</strong>
KM effort, manage both <strong>the</strong> KM programs and knowledge assets, and empower employees to adopt a
knowledge culture.
Implementation engages pilot KM programs guided by a life cycle for focusing KM activities. These
programs can help <strong>the</strong> organisation to test <strong>the</strong> viability <strong>of</strong> <strong>the</strong> KM effort, and search for undisclosed
needs. If successful, a long term strategy is defined. The first steps <strong>of</strong> a change management process
are introduced in order to shape <strong>the</strong> organisation’s capabilities that encourage desired behaviours for
KM.
Level 3-Intermediate
At level 3, <strong>the</strong> organisation becomes business-focused to capitalise on its KM efforts. The CBBs that
propel this business focus are integration and measurement. Constructive integration is achieved by
designing a comprehensive KM infrastructure. This becomes <strong>the</strong> central feature in which <strong>the</strong>
organisation can nurture <strong>the</strong> identity <strong>of</strong> its KM activities that can reflect ‘what we stand for’ and ‘how
we work’. At <strong>the</strong> same time, it enhances <strong>the</strong> culture that enables continuous learning and works at
sustaining an organisational memory (CEN, 2004; Drucker, 1999). The infrastructure will include
knowledge processes, communities and governance mechanisms to leverage and exploit knowledge.
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