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Exploration of how and why to measure the success of a knowledge management initiative and the value of knowledge
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Knowledge Management
Why &What Do You Measure?
- Carl Frappaolo Information Architected, Inc.
Would you trust the evaluation of your company
to this man?
“Accounting, is increasingly irrelevant. “
- Baruch Lev, Professor of Accounting and Finance at NYU's Leonard N. Stern
School of Business
“In this new world, information is king. The more information you have, the better and faster your analysis, the greater the probability that you will make winning investments.”
Geoffrey Moore - Inside the Tornado
Knowledge Needs to be Measured
Before it is Managed (and appreciated)
Realization/Accounting Validate/ROI Control
But To What End?
Realization/Accounting Standard & Poor’s 500; Market to Book ratio
– 1929: 30/70% – 1990: 63/37% – 2001: 84%/16%
Example: IBM Acquired Lotus; $1.84 billion estimated in Intellectual Capital Several Approaches Primarily Focused on Intangible Assets
Innovation/R&D (KM)
Power of Brand Identity (Face of KM)
Process/structural improvements (Deployment of KM)
Monopolies/Cost of Entry
Realization/Accounting
Structural Capital
Human Capital
Customer Capital
Realization/Accounting
Market Capitalization
Average Normalized Earnings
Scorecards/Direct IC
Return on Assets
Return on Innovation
Return on Value
Realization/Accounting
Market Cap - stockholders equity = IC
Market Capitalization
Avg (Past Earnings + Consensus Forecasts of analysts for future earnings) – reasonable estimate on physical assets = IC
KM value + Brand + Customer base)
Average Normalized Earnings
Estimate of IC via its components.
Identified and evaluated either individually or as an aggregated and/or correlated coefficient.
More focused on internal health than financial stability
Direct IC Attempts to estimate a dollar value
Scorecards/Direct IC
Internal External
Awareness
Responsiveness
Scorecards/Direct IC Example: Traversing the Knowledge Chain
Avg pre-tax earnings for x years / avg intangible assets for x years = Avg ROA
(Avg ROA - Avg ROA per industry ) * Co avg tangible assets = avg earning from IC
Return On Assets (ROA)
Focus On Specific Intellectual Asset Property Management Systems (IAPMS)
$1 trillion In Intellectual Assets
Spurred By Need To Look For Alternative Means To Revenue
Return On Assets (ROA)
Example: Patents as Intellectual Property
Intersection of Employee Competence, External Structure and Internal Structure
Alignment With Core Goals and Competencies
Specific Infringement Focus and Partnering Opportunity
Return On Assets (ROA)
Employee Competence (Relevance and talent pool)
Number of reported inventions/employee
Number of filings/employee
Return On Assets (ROA)
Internal Structure (portfolio maturity, growth and value)
Average age of patent rights
% patent rights not yet published
Total number of patent rights
Total patent inventions
Number first filings
Return On Assets (ROA)
External Structure (External value)
% commercially used by company
% patent licensed to others/coopetition
% involved in disputes
% time spent in litigation
Return On Assets (ROA)
Aggregate Alignment
% sales protected by patents
% of income from licensing patents rights
% of new-to-market- products protected by patent rights
Sales protected by patent rights/R&D expenditure
Licensing income/R&D expenditure
Total patent costs/R&D expenditure
Return On Assets (ROA)
ROI %Profit #Yrs Sustained Yrs
2.5 50 1 5
2.7 80 3 10
13.5 90 1 15
1.5 50 10 30
1.0 100 20 20
ROI = ((% of Profit/100) * ( Sustained Yrs / #Yrs ))
Return On Innovation
Focus on Value Not Costs
Requires Strong Sponsor With Vision
Must Be Aligned With CSF/Explicit
High Business Impact, Results That Are Transferable and Practical
Return On Value
Validate/ROI
“KM is about creating value based on the intangible assets of the firm . . . .”
- Hubert St. Onge
“But sometimes the CFO gets obstinate.”
- Carl Frappaolo
Validate/ROI
Validate/ROI Red Flag Not a Stop Sign
Align With Vertical/Specific Hot Buttons
Validate/ROI Focus On Tactical, Tedious/Undersell
Reduction in Floor space Time Saved Not asking questions Less time answering questions/recreating answers and solutions Less time receiving and reading irrelevant email/sources Cost of a wrong answers Reduced travel time and expense Reduced employee turn-over Quicker employee assimilation
Validate/ROI Leverage These to Go Forward
Pilots Versus Full Scale Implementation
Audits After The Fact
Never Underestimate The Power Of Culture
Control
Big Brother vs.Encouragement and Recognition
Control to encourage and promote community
Control
Monitoring and tracking Individual and team-based authoring, reading, collaboration, projects, search
Value is in brokering tacit knowledge owners and fostering new alliances
Control
Proactively Approach Incentivization Paradox
Input, Usage, Collaboration, Results
Align Reward With Culture
Control
Further Discussion? – Carl Frappaolo – [email protected] – 617-933-2584