RESEARCH - ENGLAND'S USE OF KM - SURVEY RESULTS 2001

Entered 10/04/04

ENGLAND'S USE OF KM - SURVEY RESULTS 2001
Longbottom, D., Chourides, P. and Murphy, W. (2002b), "Knowledge management:an investigation to identify critical factors for developing best practice",Proceedings of the 3rd MAAOE International Conference: "Managing Information for Organisational Excellence", University of Paisley Business School, Ayr, Scotland, 11-13 September, pp. 139-55.

Researchers in England examined KM activity in 60 of 100 top UK publicly listed companies (FTSE). The following are the key findings. Although the activity findings are a few years old, they are useful to contrast with current KM trends.

KM is high on the agenda, and most believe it will grow in significance.
IM is still a relatively new discipline which organizations are seeking to get to grips with.
Most KM programs have commenced within the past 2-3 years. Most activity has been in the area of IT developing communication networks, followed by HRM education and change programs. There is relatively little activity in strategy, TQM, marketing, and finance.
There is confusion over organization structure for KM, and links into strategy.
There are positive feelings about improved performance, but little hard evidence.
Performance measures are not well developed, but links to Balanced Scorecard frameworks are suggested. Strong links with TQM and business excellence cultures are also suggested.
Chief reasons for KM are: competition, information management, competitive advantage, rapid response and innovation.

- DEBRIEF -

1. New Discipline Confirmation
A new discipline, with most companies only starting some KM initiative within the last three years. Let us expect several iterations of the KM model in the next few decades ! Are we patient ? Renowned author, Peter Senge, says 25 years of a new business discipline becoming mainstream is the minimum gestation period one should expect.

2. Strong links to IM
The researchers are happy to declare a strong association with IM (Information Management / Corporate Librarianship) but even this is a new discipline for most companies that were surveyed.

3. No Multi-Disciplinary processes yet.
Can KM exist without a specialised KM project planning team from several traditional departments ? Most other likely critical functions are not at all KM smart as yet.

4. Management Tools Present
KM seems to be used in association with other business tools like Balanced Scorecard and TQM.

5. No Hard Evidence !
TQM survived because it was measurable to then make rational decisions about its effectiveness. KM will need to do the same. Part of the purpose of Knowledge Management Dynamics website is to attempt to keep you on the leading edge of empirical studies proving KM's level of worth to companies and individuals.

This last point concerns me. Until you can prove adequately that I need to develop KM skills into my daily work habits then I will not change my existing ones ! Qualitative case studies and quantitative statistics need to be part of our toolbox as KM practitioners.

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