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7 Years of Benchmarking Knowledge Management

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Opening presentation on Dutch national day on KM research. Presenting 7 years of data collection around km in companies.

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7 Years of Benchmarking Knowledge Management

  1. 1. Zeven jaar KM Scan s Ton Zijlstra http://www.provenpartners.nl/blog http://www.zylstra.org/blog Amsterdam, 13 november 2007
  2. 3. <ul><li>PBE: Doel / Resultaten </li></ul>
  3. 4. PBE Gebruiksdoelstellingen <ul><li>Meer bewustzijn kweken, 0-meting </li></ul><ul><li>Beter inzicht in perceptie Kenniswaardeketen </li></ul><ul><li>Sneller vervolgmetingen in managementcyclus </li></ul><ul><li>Betere benchmarking met eigen en andere branches </li></ul><ul><li>Tool in onze adviespraktijk, thermometer </li></ul>
  4. 5. <ul><li>(Weggeman 1997, PP 2000) </li></ul>
  5. 6. PBE in cijfers <ul><li>~600 vragen, waarvan 151 in standaardscans </li></ul><ul><li>~16.800 respondenten </li></ul><ul><li>~700.000 antwoorden (~42 per respondent) </li></ul><ul><li>in gebruik sinds 2000 </li></ul>
  6. 7. PBE standaardscans <ul><li>Hoe duidelijk is onze toekomstrichting? </li></ul><ul><li>Hoe belangrijk is KM voor ons? </li></ul><ul><li>Hoe goed zijn we in KM? </li></ul><ul><li>Hoe kennisbewust is onze organisatie? </li></ul><ul><li>~6.000 respondenten op ‘hoe goed’ scan sinds 2000 </li></ul><ul><li>~2.500 respondenten op de andere 3 sinds eind 2001 </li></ul>
  7. 8. Ambities blijven nog altijd onvervuld
  8. 9. Kennisdoelen en kennisstrategie blijven moeilijk Wat we weten , weten we Vandaar dat strategievorming regelmatig andersom gaat KWK cirkel is niet rond
  9. 10. We zijn Kennisintensief Aan de mensen en management ligt het niet Systemen en structuren zijn het probleem
  10. 11. Consequent vertalen kennisdoelen is moeilijk <ul><li>Perceptie werkvloer <> Perceptie directie </li></ul><ul><li>Cruciale vertalingsslag zit bij middenmanagement (op en neer) </li></ul>
  11. 12. Werkervaring speelt rol <ul><li>Nieuwe medewerkers geloven in perfecte systemen </li></ul><ul><li>Zeer ervaren medewerkers zien veel unieke kennis verloren gaan </li></ul><ul><li>Zelfverzekerde professional heeft KM niet nodig / is sceptisch t.a.v. organisatie </li></ul>
  12. 13. <ul><li>PBE: Bijdrage aan theorie? </li></ul>
  13. 14. Bijdrage? <ul><li>Inzicht in verloop over tijd </li></ul><ul><li>Vergelijking tussen branches </li></ul><ul><li>Op organisatieniveau relatie doel en inspanningen </li></ul><ul><li>Caveats </li></ul><ul><li>Geen ‘state of the union’ </li></ul><ul><li>‘ Bewust onbekwame’ organisaties / individuen </li></ul><ul><li>Organisatie/branche vaak niet bekend </li></ul>
  14. 15. <ul><li>PBE: Methodiek </li></ul>
  15. 16. Uitgangspunt <ul><li>Kennismanagement is het zodanig inrichten en besturen </li></ul><ul><li>van de operationele processen in de kenniswaardeketen </li></ul><ul><li>dat daardoor het rendement en het plezier van </li></ul><ul><li>de productiefactor kennis bevorderd wordt. (Weggeman 1997) </li></ul><ul><li>151 vragen i.s.m. Weggeman </li></ul><ul><li>4 standaard vragenlijsten </li></ul><ul><li>On-line afgenomen </li></ul><ul><li>5 punts schaal </li></ul><ul><li>600 vragen groslijst </li></ul><ul><li>Vragenlijst los opbouwbaar </li></ul><ul><li>Maatwerk mogelijk </li></ul>
  16. 17. Methodiek <ul><li>Zelf of begeleid </li></ul><ul><li>Organisaties (bekend) en individuen (anoniem) </li></ul><ul><li>Functie (altijd), afdeling (organisaties) </li></ul><ul><li>Maatwerk vooral door naar inspanningen te vragen </li></ul><ul><li>In loop der tijd verdiepende vragen toegevoegd: </li></ul><ul><ul><ul><li>T.a.v. organisatie aspecten </li></ul></ul></ul><ul><ul><ul><li>T.a.v. helderheid algemene bedrijsstrategie / doelen </li></ul></ul></ul><ul><ul><ul><li>T.a.v. fysieke werkomgeving </li></ul></ul></ul>
  17. 18. <ul><li>PBE: Toekomst? </li></ul>
  18. 19. Toekomst? <ul><li>Meer maatwerk </li></ul><ul><li>Inspanningen / interventies centraler </li></ul><ul><li>Meer patroonherkenning (bijv. ‘eilanden’) </li></ul><ul><li>Werkomgeving </li></ul><ul><li>Perceptie van ‘de ander’ </li></ul><ul><li>Informatievaardigheden </li></ul><ul><li>Welke vragen zouden jullie aan de data willen stellen? </li></ul>
  19. 20. Ton Zijlstra Proven Partners B.V. [email_address] www.provenpartners.nl Private blog: www.zylstra.org/blog

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