The Knowledge Strategy Process (KSP) is a 6-step procedure that allows organizations to plan, implement, and control knowledge management actions aligned with business objectives. The KSP identifies key knowledge areas, assesses their current status and impact on business goals, and generates actions to improve knowledge proficiency, codification, and diffusion. Pilot projects at Siemens found that the KSP is an iterative process that requires communication, use of clear KPIs, and inclusion of relevant stakeholders to develop effective knowledge strategies and management plans. Lessons learned indicate business buy-in, proper workshop composition, and documentation are critical success factors for the KSP approach.

1. Th e Knowledge Strategy Process Sonam Yangden

2. Do you want to: Plan, implement, and control management actions concerning business relevant knowledge? (Resource and product) Identify the key knowledge areas that have an impact on your business? (e.g. project management, customers, market, technology) Find ways of measuring the impact of those knowledge areas and how you can respond to the deficits in each of them with respect to the 3 dimensions of Knowledge (proficiency, codification, and diffusion) ? Maximize your profits?

3. The answer to all of the above questions is The Knowledge Strategy Process

4. What does the Knowledge Strategy Process(KSP) do ? KSP allows knowledge strategy actions to be incorporated into the Business Strategy. -KM projects will be oriented towards Business Objectives -KM resources will be concentrated where ever they will have the greatest impact KSP uses the three dimensions of knowledge to identify actual/target status of knowledge areas and the potential actions needed KSP generates common knowledge area actions that can be implemented into the KM Roadmap.Through the help of a KM team and in some cases a KM consultant, we can achieve state of the art KM solutions

5. Siemens AG Pilot Projects The 6 step procedure in the KSP which results in a knowledge management action and plan Step 1: What is the most significant business perspective for the near future? -organizational transformation, new product line, process innovation. -Time Frame to achieve Goals and Objectives Goal: Expansion of Service Business over a time frame of 2 to 3 years. -Management teams, department head, and staff participate in workshops. Step 2: Which knowledge areas are significant for the selected business perspective? -Project Management, Technology -Process: Brainstorming, structuring, and selecting knowledge actions

6. Step 3: Which is the key performance indicator used for business apply to the selected perspective? -Innovation Index, Balanced Scorecard Step 4: What is the current and future impact of knowledge areas on the Key Performance Indicators? -Assesses the current and future impact of knowledge areas on KPIs (Figure 2) Step 5: What’s the status of our knowledge areas and where should we improve? -Evaluates the “fitness” of the knowledge areas in terms of the 3 dimensions of knowledge -Higher and further to the right in the status chart is the most important for the selected business perspectives (figure 3)

7. Step 6: What’s our plan and how do we monitor our progress? - suggestions for actions and a detailed supportive analysis -Integration of Actions Domain Manager Development of Standardized Terminology Revision of Strategy Process -Design and planning of solution strategies Translate Actions propositions into KM approaches and create state of the art solutions are implemented

8. Lessons Learnt from the KSP Approach KSP is an iterative process in which stakeholders will share their perpectives, information will be gathered and analysed and the result will aide in making the company more successful Communication is a key in the process because the outcome of the workshops depend on the participants The KSP process should be implemented into the strategic management cycle. It is crucial to use well established and defined Key Performance Indicators (KPIs)

9. Success Factors based on lessons learnt from the Pilot Projects Business owners must be convinced - Difficult since it requires considerable effort The KSP workshop team should be correctly composed - Right mixture of management, specialists, knowledge related staff The most important disciplines of Knowledge-related management activities must be included - Allow interdisciplinary interaction for synergies to occur

10. Professional process consulting and documentation - Moderation of discussion and document by a KSP expert The differences and similarities between knowledge strategy and the KM road map must be clarified - KM roadmap is required for the entire business while knowledge strategy is used for each individual business units.

11. Potential Developments Build various techniques to identify and structure knowledge areas such as Content management, knowledge engineering Add knowledge areas into KPI to ensure a direct performance measurement system of KSP output. Create KM templates that fit certain knowledge status constellations and business features.

12. Thank You!