Chapter 9: KM Strategy and Metrics (begins on page 247),suggests that gap analysis should include these 8 points (on page 257): 1. What are the major differences between the current and desired KM states of the organization?2. List barriers to KM implementation (e.g., culture where “knowledge is power” or where individual possession of knowledge is consistentlyrewarded).3. List KM leverage points or enablers (e.g., existing initiatives that could be built upon).4. Identify opportunities to collaborate with other business initiatives (e.g., combine knowledge continuity goals with succession planning initiatives in Human Resources).5. Conduct a risk analysis (e.g., knowledge that will soon “walk out the door” due to imminent retirements or knowledge that is at risk because only a few individuals are competent in this area and very little of their expertise exists in coded or tangible knowledge assets).6. Are there redundancies within the organization (e.g., the case of the right hand not knowing what the left hand is doing)?7. Are there knowledge silos (e.g., groups, departments, or individuals that hoard knowledge or block fluid knowledge flows to other groups, departments, or colleagues)?8. How does the organization rank with respect to others within the industry? (e.g., are they early adopters of KM, KM leaders who are emulated by others, or are they just becoming aware of KM needs within their organization?) Of these 8 points for gap analysis, which two are the most important and why? LA2In the two pieces on strategy in our reading this week: What’s Your Strategy for Managing Knowledge?Developing a Knowledge Strategyplease identify what you consider to be the two most important lessons learned from each article.Elaborate using critical thought, analysis and application of concepts.Select at least one resource, not used in class (not a dictionary, not an encyclopedia,or not a Wiki source) to augment your ideas in the response.
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