Organisations keen to implement a KM strategy can often overlook what knowledge currently exists in the company when forming plans. Consultant, author and leading knowledge management expert David Skyrme gives a key-step guide to conducting a knowledge audit.

In their keenness to embark on a knowledge management initiative, many organisations skimp on conducting a knowledge audit. Yet, it can uncover important insights about the state of knowledge in an organisation and how it flows, helping to shape a viable strategy and prioritise a KM action plan.

An audit does not have to be an in-depth and expensive affair but it does have to be systematic. The terms ‘information audit’ and ‘knowledge audit’ are often used interchangeably. Whereas an information audit looks at information resources, such as those held in documents and databases, a knowledge audit goes a step further and considers all forms of knowledge, including tacit knowledge held in people's heads.

Some audit practitioners use as their focus the state of KM practices within the firm and the wider KM context. Although covered to some extent in what we call an audit, these are an adjunct to the main focus on knowledge areas (domains) which contribute to business success.

The typical benefits that arise from performing a knowledge audit include:

• Identification of key areas of knowledge that need managing effectively to improve business performance.
• Unearthing gaps in knowledge provision.
• Identifying duplication of effort in accessing or maintaining information.
• Generation of a high level map of knowledge which can be used as a basis for intranet navigation or a taxonomy.
• Diagnosing blockages in knowledge flows across the organisation.
• Identification of key knowledge holders whose loss would be detrimental to the organisation.
• The provision of a benchmark against which KM progress can be evaluated.

5 steps to success

Although there will be some iteration, the following steps outline a suggested sequence for carrying out a knowledge audit:

Scoping and planning – how wide and deep the audit should be, what areas to cover and how much effort to invest.

Fact-finding – The core activity that involves collecting data on knowledge needs, accessibility and quality of knowledge, knowledge flows and blockages. It also reviews contextual factors that impact on effective knowledge management.

Analysis and interpretation – identifying critical knowledge areas needing more attention, for example, based on their overall importance versus their current usefulness; uncovering knowledge gaps and duplication.

Developing deliverables – as well as a report, these may include lists and characteristics of knowledge resources and sources; the output of an audit typically feeds into a KM strategy and action plan.

Stimulating action – simply reporting on the state of knowledge resources will not change them for the better. This stage is about follow-up and putting any recommendations into action.

Having completed an audit once, the results should be reviewed occasionally, such as when updating the KM plan, after a project has been completed or when there is a major organisational change. The methods used are a combination of qualitative and qualitative and may include questionnaires, semi-structured interviews, workshops, focus groups, document analysis and the review of core IT systems (see box out).

Digging deeper

There is no magic wand or detailed prescription for conducting a successful audit since every organisational situation is different. However, there are some recurring themes found in organisations whose audits prove beneficial.

Be realistic – you need to scale the audit to the resources that you have available. It's better to focus on covering well a few knowledge areas or organisational departments, rather than trying to cover the whole organisation.

Choose appropriate methods – while questionnaires have a certain appeal, use them judiciously. It's likely different methods will be needed to address different aspects and to suit the preferences of different people.

Don't underestimate the time for analysis – invariably auditors find the 'easy bit' is collecting the data; the tricky bit is making sense of it. Don't skimp this aspect. It has a key influence on the outcome.

Engage effectively throughout the exercise – brief well at the start, keep contributors and stakeholders informed throughout and follow up assiduously.

Have on tap the right support and expertise – managers will often say 'yes' to an audit without adequately resourcing it or bring in external expertise that might be required. Support is also needed from managers to allow staff time to participate.

Be flexible – don't dogmatically follow a set methodology; circumstances change, people move on or are unavailable. Always have a 'plan B'.

Remember, an audit is both a project and an organisation intervention, therefore use good project management techniques such as resource planning, scheduling and after action reviews as an intervention. It may raise expectations, so 'expectation management' is important.

Publisher:

KnowledgeBoard

Published Date:

02-Apr-08

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