Even the best Knowledge Management and/or Organizational Learning approach isn't sustainable unless it is aligned to business objectives and its value measured and reported. Because it is inherently qualitative, measuring value is difficult. APQC in one of its Advanced Working Group (AWG) developed a model that it has labeled "Knowledge Analytics" which begins with understanding and defining business objectives and selecting a KM approach with process and tools aligned to the business objectives; and ends with measuring the change in business outcome that has occurred as a result of implementing the KM program. Cindy Hubert reminds us that it's important to "have a clear understanding of what is important to the business because knowledge maps needs context" (2015). Spend time thinking through and documenting the hypothesis that leads to the KM approach. Determine the business outcomes you will measure and give the program enough time to make an impact. Identify interim data that shows the KM program is creating desired change. Observe, measure, analyze, think, adjust and repeat. Measure the business outcomes and rethink alignment with [new?] business drivers. Make adjustments, continuously improve, set higher metrics. Above all, measure and report progress. Articulating the value of your KM program and reporting results are central to the success of your program.
Take a look at the original concept of Knowledge Analytics℠ as described by APQC (APQC, 2015).
This video is from APQC.org, a member-based nonprofit and one of the world’s leading proponents of business benchmarking, best practices, and knowledge management research. The APQC mission to help organizations around the world improve productivity and quality by discovering effective methods of improvement, broadly disseminating findings, and connecting individuals with one another and with the knowledge they need to improve.