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No, that's great David -- you've identified a nice range of
specific and broad metrics there, including internal and external
If you don't mind me probing a little further:
- What have you found works best for surveys? Periodic or
ongoing (ie just having a self-survey form online for anyone to
fill in)? Single questions or a more comprehensive effort?
- Do you track your various liaison efforts (as you might in a
CRM for more traditional customers)? Does it concern you if you
identify an area that is neutral or hostile to your efforts, or
are you just focusing on serving those receptive to your needs?
I am asking as much for the group as for myself. I think it's so
important for everyone to hear real stories about how KM
initiatives play out!
Executive, Information Management
M: 0401 829 096
On 20/05/2021 12:14 am, David Graffagna
Great questions. I know from personal experience how changes in
sponsors or leadership can impact KM initiatives so demonstrating
value is key. It is also imperative to remain aligned as
organizational goals change, new functions or areas of emphasis
arise, or organization structure changes are implemented.
Without getting into a lot of detail, we assess our KM success
based on a number of things, some of which are specific to
individual initiatives. For example:
Not certain that answers 100% of your questions Stephen, but that
is where we are 18 months into our journey.
- User Perception/Customer Satisfaction … we regularly survey
our end-user audiences on how and they are using KM, where
they are finding the most value (e.g., what's the perceived
value of our efforts/initiatives), what issues they are
typically trying to solve with KM, where they would like to
see changes/enhancements to our efforts, etc.
- Direct Alignment with Business Unit & Functional Area
Leadership … we have established liaison relationships with
leadership from various areas of the business allowing us to:
a) provide those leaders with insight into how people in their
areas are using KM, b) continually align our efforts with
their goals, c) ensure KM is getting more and more embedded in
their work processes, d) identify new or expanding areas where
we can offer support, etc.
- Practical Measures … typical measures such as site visits
and resource usage, content ratings, content/resource
- Tying to Leadership Reporting Vehicles … connecting some of
our efforts directly into reporting tools used by leadership
to assess projects (e.g., lessons learned as part of quarterly
leadership reporting dashboard).
- KM Mentions … a bit selfishly, we also follow when, where
and how often KM is mentioned/referenced in a wide variety of
communication vehicles (e.g., CoP discussions, business area
presentations/town halls, intranet articles/posts, internal