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In order for Knowledge Management to get established and refute any criticism, relative initiatives must demonstrate their value in the business field. Measurable results have to be achieved, otherwise enthusiasm and support for the new discipline are likely to diminish. As a result standardized measures quantifying KM’s outcomes as well as its impact on organizational performance are needed, in order to monitor and control its application, ascertain that expectations are realized and convince stakeholders as to its value. The importance of performance measurement has been stressed out by many authors, all affirming the well known “what gets measured gets managed”. This section presents and discusses the main steps for the application and development of the Knowledge Management Scorecard. These steps include the definition of the Critical Success Factors and the Key Business Objectives; the development and prioritization of measures and objectives; the articulation of cause and effect relations; the specification of the required data collection mechanism; the establishment of linkages to the corporate reward system; and finally the definition of a process for reviewing the Knowledge Management Scorecard. The KM Scorecard Development Process©KMinPractice.com
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| The Knowledge Management Scorecard |
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Providing a simple list of performance measures is of little, if any, use for an enterprise. Instead, a more structured approach is required. In this respect, a central aspect of the proposed measurement tool, the KM Scorecard, is its organization in four discrete views, in an effort to treat the measurement process in a holistic and integrated manner. The four interrelated views of the proposed approach include the major constructs of Knowledge Management, namely organizational structure, knowledge, systems and processes, as identified at the design phase. The aim of the proposed Scorecard is to assess the extent to which the application of the design phase has achieved to establish a business environment that supports the active management of knowledge and particularly in pursuit of the defined strategy. At the same time, the direct knowledge outputs of these efforts, such as, patents, copyrights, and general organizational know-how are also measured. Last update: 15-04-2008 09:51
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| Development of Scorecard Measures |
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Measuring every aspect of an initiative is certainly impossible and impractical. Instead it is the key aspects that determine an initiative’s success that should be identified and measured. Therefore, the first step in developing measures is the identification of what exactly is going to be measured. Last update: 15-04-2008 09:51
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| Articulation of Cause and Effect Relations |
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In the bottom line, the previous planning and design phases result in an informed hypothesis about the sequence of actions that lead to the achievement of the vision and finally value creation. The implementation of those actions is described in the design phase as the integration of partial interventions along the four major KM constructs (organization, knowledge, systems, process) that also comprise the views of the proposed measurement system. In reflection, the developed Scorecard measures and objectives should be interconnected unifying the proposed measurement views and categories and enabling the overall evaluation of the whole effort. Last update: 15-04-2008 09:53
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| Planning Implementation Issues |
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In closure some of the most important implementation issues regarding the KM Scorecard are addressed. First of all, an analysis of the required collection of data in order to calculate the decided indicators should be carried out. At this step, several operational questions should be answered, including: What data will be collected? Who will collect it? How will he collect it? Where is he going to store them? How often? Are they going to be automatically processed? Last update: 15-04-2008 09:53
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Implementing KM 
