I’ve recently been participating in a discussion amongst KM leaders (SIKM Leaders group) about KM Maturity models. Various people offered their favorite model.
I spoke against the use of KM Maturity models because the approach assumes a two things that are very rare between two different organizations – let alone all organizations over all time:
- a common understanding of “knowledge”; and
- a shared business model.
In addition, changing what people know – the heart of any KM effort – is an extraordinarily complex undertaking. That is, “K” – and therefore “KM” – is highly contextualized and takes place within a complex system. So a simplistic A to B to C model simply doesn’t capture what is happening. And, therefore, there is no one path of “maturity”.
You are better off to start from an understanding of your own organization’s priorities and strategy – and look for the most effective ways to help influence who knows what based on examples you’ve seen or read about or from experts you work with.