The document discusses various knowledge management (KM) maturity models including those developed by Carnegie Mellon, Fujitsu Consulting, and the KM Institute. It outlines the stages or levels of maturity in KM for each model from initial/chaotic to optimized/agile. The document also includes diagrams showing the progression from data to knowledge in stand-alone to integrated forms. It provides checklists for assessing KM capabilities and developing a KM business case.

1. KM maturity model
(KMMM)
Barbie Keiser
Library Juice Academy
June 2021

2. Stages of maturity
Carnegie Mellon
 Initial
 Repeatable
 Defined
 Managed
 Optimized
Fujitsu Consulting
 Chaotic
 Ad-hoc
 Organized
 Managed
 Agile
2

3. Stages of maturity
 Default
 Reactive
 Aware
 Convinced
 Sharing
 Initial
 Aware
 Established
 Quantitatively managed
 Optimizing
3
Assisted Self-service Organic

4. Data
(Explicit)
Information
(Combined,
Interpreted)
Intelligence
(Insights
Externalised)
Knowledge
(Internalised,
Learned)
Integrated
(Process & Org)
Applied
(Measured & Valued)
Stand- alone Distributed
(Communicated)
The Knowledge Maturity Model
4

5. Organizational maturity model (Dalkir,
p. 239)
5
Contact
Awareness
Understanding
Trial
Institutionalization
Adoption
Absorption

6. KM Institute Knowledge Maturity Model
6

8. Current
Vision
Competitor SO
Winning Experience
Industry Expertise
K. in people’s heads
Knowledge
Capture
&
Conversion
Tech. Expertise
SO Expertise/
Perform
Directory
Knowledge Distribution & Take-Up
CV’s
Financial Performance
Forecasts
Insider/ Cogitas
NWT’s
Galaxy/Intra
Kick-offs
K - Editors
Network Questions
Competitor Analysis
New Galaxy
E- Business Card
Combining CG and
Gemini
Yellow Pages
Project Profiles
Virtual Office
Project Statistics/
performance
Leveraged Profiles
Case Study Toolkit
Reference Library
Common Search
Platform
Data
(Raw,
Implicit)
Information
(Combined,
Organised,
Interpreted)
Intelligence
(Explicit,
Externalised
Insights )
Knowledge
(Internalised,
Learned, Tacit)
Stand-alone
(Personal/Small
Groups)
Distributed
(Shared &
Communicated)
Integrated
(Business
Process & Org’n)
Applied
(Benefits
Measured & Valued)
8

10. KM Capability Assessment Tool™ Assess KM
Across 12 Knowledge Capabilities
STRATEGY PEOPLE PROCESS CONTENT & IT
 Objectives  Resources  Knowledge Flow
Process
 Content
Management
Process
 Business Case  Governance
& Leadership
 KM Approaches &
Tools
 Information
Technology
 Budget  Change
Management
 Measurement
 Communication
Source: AQPC

11. Stan Garfield, KM101 (when he was associated with Deloitte)

12. Conclusions
 Making the quality of knowledge management explicit
will boost the awareness levels within your organisation
 A knowledge management measure project will involve
newly measured data, and newly involved management
 Don’t value your knowledge, but value the potential of
any knowledge in your organisation at any time
 If the number of people participating in your k-flow is
equal to the number of employees in your organization,
you are in low gear
 If knowledge is your business, align your business strategy
with your knowledge strategy.
12

14. EBSCO checklist for a KM business case
 Executive summary, including a high-level summary of your recommendations
 Introduction – Background information, objectives, problem statement
 Business drivers and anticipated benefits – Targeting the appropriate
stakeholder type Fully quantified cost-benefit analysis
 Project overview
 Solution description, with options
 Timeline
 Budget
 Success criteria
 Recommendations