Organizational Development for Knowledge Management at Water ...

Knowledge Mapping
A process for identifying and illustrating the location of knowledge within an organization.
Supports: knowledge audit, knowledge flows, strategic planning, succession planning,
decision-making
LEVEL OF EFFORT
SIZE OF UTILITY
SCOPE OF WORK
MED
SCALABLE
WIDE
Knowledge mapping is a fundamental step in any knowledge management initiative and the
first step in a knowledge audit. There are many approaches to knowledge mapping. Davenport
and Prusak describe knowledge mapping as locating important knowledge within the
organization and then publishing a list or picture that shows users where to find that knowledge.
Thus, the knowledge map is a guide to show people in the organization where to go when they
need expertise. The knowledge map connects people to information and data repositories
(whether in hard copy or virtual format), serving as an inventory of what knowledge exists in the
organization and where it may be found. Conversely, Tiwana uses the term ―knowledge
directories‖ to describe knowledge maps that serve the purpose of showing users where to
obtain knowledge or expertise on specific subject matter. These directories may refer to people
with expertise (Expertise Locator), documentation libraries, process descriptions, suppliers, firm
policies, methodologies, and so on. In Case Example #1 a knowledge map was developed for
sources of expertise.
Zack focuses on strategic knowledge mapping. This approach maps the firm’s knowledge
along two dimensions: the degree to which it supports the firm’s strategy, and its quality relative
to competing firms. There are three focus areas in strategic knowledge mapping:
(1) What the organization needs to know to execute its strategy;
(2) What the organization does know; and
(3) What the organization’s partners (or competitors) know.
In responding to each question, knowledge can be classified according to whether it is core,
advanced, or innovative. Core knowledge represents the basic knowledge required to operate
in the industry. Advanced knowledge differentiates a firm, enabling it to compete in a changing
world and remain viable. Innovative knowledge is unique and enables a firm to significantly
differentiate itself as a knowledge leader, with the potential for changing the industry in
fundamental ways.
Once an organization has decided on the strategic direction for its future, it can identify the
knowledge required to reach that goal. This assessment can then be compared to the utility’s
knowledge map to see where the gaps arise. Benchmarking and mapping other water utility’s
knowledge can also provide key insights into filling those gaps as well as the feasibility and cost
effectiveness of obtaining required or desired knowledge. Strategic knowledge mapping
enables an organization to identify and act upon its knowledge strengths, weaknesses,
opportunities and threats (similar to a typical SWOT analysis).
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