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The traditional definition of an Audit is to check performance against a standard, as is the case with financial audits. However a knowledge audit works a little differently, its more of a qualitative evaluation. Its essentially an investigation of an organizations knowledge “health”.
For those of you who are confused between a content audit and a knowledge audit : a content audit is focused primarly on the content in the organization. It just identifies what content exists and what doesn’t. Details like what the content is used for isnt really looked into. A knowledge audit on the other hand looks at problems and puts the information in the context of the problem.
The reason a knowledge audit is so vital is because it gives an organization a comprehensive picture of its strengths and weakness, allowing it to focus its efforts in the right direction.
Some of the questions addressed during a knowledge audit are as follows:
- What are the organisation’s knowledge needs?
- What knowledge assets or resources does it have and where are they?
- What gaps exist in its knowledge?
- How does knowledge flow around the organisation?
- What are the blockages that prevent knowledge from flowing across the organization [ people, process , technology ] ?
Once you start asking these questions a clear picture of your organizations knowledge structure will start emerging, and using these results can help you establish processes and systems to tackle certain shortcomings.
Some of the key benefits of a knowledge audit are as follows:
- It helps the organisation clearly identify what knowledge is needed to support overall organisational goals and individual and team activities.
- It provides evidence of the extent to which knowledge is being effectively managed and indicates where improvements are required.
- It provides an evidence-based account of the knowledge that exists in an organisation, how that knowledge moves around in, and is used by, that organisation.
- It provides a map of what knowledge exists in the organisation and where it exists, as well as revealing gaps.
- It reveals pockets of untapped knowledge.
- It provides a map of knowledge and communication flows and networks.
- It provides an inventory of knowledge assets, giving a clearer understanding of the contribution of knowledge to organisational performance.
- It provides vital information for the development of effective knowledge management programmes and initiatives that are directly relevant to the organisation’s specific knowledge needs and current situation.
Future posts will tackle issues like , How do you go about a knowledge audit?, creating a knowledge map …..
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« Previous Post Next Post »1. Introduction
Knowledge audit is the crucial initial step which organisations must undertake before developing a knowledge strategy [Hylton, 2002]. The concept of knowledge audit can be defined as a structured method by which organizations do analysis of their knowledge activities and processes with the aim to determine if they are inline with the knowledge goals of the organization [Perez-Soltero, et al., 1997:8]. Liebowitz, et al., [2000:3] provide a broad definition of knowledge audit. He defines knowledge audit as organization needs assessment, examination of what knowledge in needed, what knowledge is missing and what knowledge exist with the organisation. He further explains that knowledge audit also includes looking at the organisation policies, tools and technology utilization in knowledge management. It should also investigate the purpose for acquiring knowledge, how it is used by whom, how it is shared and disseminated. If done properly, knowledge audit should give an indication whether the organisation is ready for knowledge management. Knowledge audit should not be confused with knowledge assessment which are quick and not as comprehensive and KMA.
The knowledge audit framework involved the following seven stages which will be discussed [Henczel, 2000]:
·Planning
·Data collection
·Data analysis
·Data evaluation
·Communication and recommendations
·Implementing recommendations
· The knowledge audit as a continuum
2. Stage 1: Planning
For any project to be successful it needs proper planning. Planning give clear directions on of what needs to be done, by whom, what resources to be needed and also give timeline for the project at hand. The following points are important in the planning stage.
Understanding your organisation
There are many important factors significant for the success of the knowledge audit. A good understand of the environment within the organisation and externally in regard to relationship with stakeholders. /entities. All the stakeholders should be engaged for buy in the knowledge audit exercise. It is important to identify other project that may have impact on knowledge audit to avoid duplication. Ambiguity should be avoided when formulating objectives for the knowledge audit. The objective should be communicated to all employees in the organisation because they will be a measure to determine if the knowledge audit was a success or not.
Determine the scope and resource allocation
Knowledge audit could be costly, it is important to determine in advance the scope of the knowledge audit. Availability of resources such as computers, budget allocation, expertise, time should be considered to ensure that these can sufficiently sustain the project to the end.
Choose a methodology
3. Stage Two: Data Collection
At this stage a decision will need to be taken in terms of method to be used for data collection, whether to conduct interviews or distribute questionnaires. Interviews can either be conducted as personal interviews or focus groups interviews. It needs to be decided the people or department from which to collect data. An effective tool to use will also need to be determined. The questionnaire can be administered either online or printed. The questions formulated on the questionnaire or interview should be able to extract useful information. Data collected may include essential information to achieve certain results, workflows and processes and activities involved in performing tasks.
4. Stage Three: Data Analysis
Analysis of data can be outsource or done internally. There are three methods by which the organisation can carry out this exercise: general analysis, significance analysis and the mapping of information flows.
General analysis is usually used for analysis of open questions using spreadsheet or database programs or any analysis tool.
Significance analysis: This type of analysis utilises information and knowledge inventory to generate various reports containing information which indicate the relationship between resources and relevant organisational objectives.
The Mapping of Information Flows: Hibberd & Evatt [2004] define mapping of information flows as a process for Analyzing how information is transferred from one point to another within an organization. Information flows are helpful identifying gaps, duplication, bottlenecks, information gatekeepers, dead ends and inequalities [Heczeck].
5. Stage 4: Data Evaluation
Once the data has been analysed it goes through the next level of data evaluation which involved going to the root of the problem to established the extend of the damage. In the evaluation process the following questions are asked with the aim to find solutions:
Costs involve in solving the problem, is the problem significance enough to spend organisation resources to solve it. If it is that significant, alternatives solutions are identify. Sometime the solution may come with changes which may have an impact on individuals and other service in the organisation. It is important to evaluation if the suggested changes are necessary.
6. Stage five: Communicating the Recommendations
Communication is the significant part of the knowledge audit. Recommendations of the knowledge audit must be communicated to the stakeholders especially because in one way or another they are going to be affected in the implementations stage of recommendations. There are vigorous methods available for communicating the result of an audit. These communication methods are oral presentation, written report, seminars, newsletters, bulletins, intranet, websites or workshops.
7. Stage Six: Implementing the Recommendations
A detailed plan outlining implementations procedure of recommendations resulting from the knowledge audit is drawn out in the initial stages of the knowledge audit. The implementation plan should be carefully analysed as it could jeopardize the whole process. Implementation of recommendations depends on the complexity of recommendations. Minor recommendations which do not require a big budget or does not affect a lot of individuals can be easy to implement.
8. Stage Seven: the Continuum
Knowledge audit is a continuous process, the follow up knowledge audits built on the knowledge base of the first one. Knowledge obtained in the knowledge audit is stored in the company’s database for future reference. The first and the second knowledge audit can be used to measure progress towards knowledge management.
References
Henczel, S. 2000. The information audit as a first step towards effective knowledge management: an opportunity for the special librarian. Inspel, [Online], 34[3/4]: 201-226.
Hibberd, B.J. and Evatt, A. 2004. Mapping information flows: a practical guide. The Information Management Journal, January/February.[Online].
Hobohm, H. 2004. [ed.] Knowledge management: libraries and librarians taking up the challenge.Internal Federation of Library Associations:The Hague: Nertherlands.
Hylton, A. 2002. A KM nitiative is unlikely to succeed without a knowledge audit. [Online]. Available: polaris.umuc.edu/
Perez-Soltero, et al., 1997. A model and methodology to knowledge
auditing considering core processes. [Online]. The Icfai Journal of Knowledge Management, 5[1]: 1-17.
Liebowitz, et al., 2000. The knowledge audit: case study. Knowledge and Processes Management, [Online}, 7[1]: 3-10.