Strategic Instruments for Planning and Controlling Knowledge

Strategic Instruments for Planning and Controlling Intellectual Capital / Knowledge and Intellectual Capital Management / KM


The Intellectual Capital of a company / organization is regarded here as an extended view on knowledge (which itself includes already individual competencies, organizational capabilities and described knowledge, i.e. information), additionally comprising e.g. ideas / innovation potentials, intellectual property, standards and regulations.
Various instruments exist for the different key players in Intellectual Capital Management (ICapM) / KM to plan and control either the business-critical Intellectual Capital / Knowledge itself (a task for the management and the knowledge workers) or the implementation and operation of ICapM / KM systems / processes (a task of the related support organizations).
The landscape of strategic planning and controlling instruments will be described. Recommendations for their application will be given enriched by business case examples and the inter-relationships and integration needs will be discussed. The focus will be on the following instruments:
• top-down ICap / Knowledge Strategy with Knowledge Portfolio, objectives and improvement plan by business owner and management team
• Pain Point Analysis and strategy definition by inter-disciplinary focus team
• ICap Analysis / Rating & Reporting / Wissensbilanz
• ICapM /KM Planning via roadmaps derived from ICap / K. Strategy
• ICapM / KM System Analysis ... KM Maturity Assessment
• ICapM / KM Processes Assessment via process systematics