Knowledge relevant to an organisation’s strategy and operations
They can be human (individuals, teams, communities), structural (strategies, policies, processes, procedures) and supporting technologies.
By understanding the knowledge assets an organization possesses, the organization can improve its ability to use them to best effect and also to spot any gaps that may exist.
Reference: N Wickramasinghe, G Davison, 2004. Making explicit the implicit knowledge assets in healthcare: the case of multidisciplinary teams in care and cure environments. Health Care Management Science, 7(3), pp185-195
Definition from Knowledge Management Specialist Library
View the NHS Knowledge Mobilisation Framework E-learning module on Knowledge Assets
Contact [email protected] for the postcard in an accessible format.
Mapping knowledge assets
Mapping knowledge assets determines where these assets are in an organisation, and how knowledge flows operate in the organisation. Evaluating relationships between holders of knowledge will then illustrate the sources, flows, limitations, and losses of knowledge that can be expected to occur. Identifying knowledge and directing it to the relevant people who might need it.
What is mapped?
Concepts, ideas, skills, people, assets, explicit and tacit knowledge in order to identify assets, flows, gaps and solutions.
Mapping knowledge assets, otherwise known as a knowledge audit, typically involves the following:
- Creating an inventory of knowledge assets including owners and locations, for example, listing clinical guidelines, who has responsibility for them and agreed review dates.
- Appreciating how knowledge supports key business activities, for example, by mapping knowledge to organisational strategic objectives, national and local performance indicators.
- Maps of knowledge flows, for example, organisational and departmental charts.
- Identification of knowledge gaps, for example, via training needs analyses and user surveys.
- Diagnostics around knowledge risks, pain points and cultural issues, for example, via the corporate risk register, lessons learned exercises.