1. KM STRATEGY AND METRICS
CHAPTER 9
KM STRATEGY AND METRICS

2. INTRODUCTION
This chapter discusses two more additions to the integrated KM cycle: a sound KM strategy that is linked to the overall business objectives of the organization and a good metrics framework to monitor progress toward those organizational goals (see Figure 9-1).

3. INTRODUCTION
The two most commonly encountered objectives of knowledge management are innovation and reuse. Innovation is closely linked to the generation of new knowledge or new linkages between existing knowledge. Reuse forms the basis for organizational learning and should be viewed more as a dissemination of innovation.

5. INTRODUCTION
A number of different types of business requirements may trigger the need for KM. The most commonly encountered business drivers include: 1. Imminent retirement of key personnel. 2. Need for innovation to compete in a dynamic, challenging business environment. 3. Need for internal efficiencies in order to reduce costs and effort (e.g., time to market a new product).

6. INTRODUCTION
A balance between innovation and organizational structure should be the desired outcome of a good KM strategy. In the past, innovation and reuse (efficiency garnered through institutionalization of KM processes) have often been presented as mutually exclusive objectives. Organizational KM strategies were characterized as either aimed toward promoting innovation or increasing efficiency through organizational structure.

7. FRAMEWORK ZACK Analisis eksternal organisasi
Analisis Internal organisasi
Penyusunan
Strategi
Organisasi
Faktor kunci sukses
Kekuatan dan Kelemahan
Peluang dan ancaman
Strategi organisasi
Apa yg hrs dilakukan organisasi
Apa yg dpt dilakukan organisasi
Strategic Gap
Analisis Knowledge
Gap
Knowledge Gap
Apa yg hrs diketahui organisasi
Apa yg sudah diketahui organisasi

8. CONTOH ANALISIS SWOT