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How To Develop A Successful KM Strategy
How To Develop A Successful KM Strategy
KM strategy
Johannes Schunter
Policy Specialist, Knowledge Services
United Nations Development Programme, New York
The UN Development Programme
KM Strategy
• Some things are easier to achieve when you are working under the
radar (“Stealth KM”)
KM Strategy Stealth KM
Theory of Change
Based on assumptions about our organization and the
environment it finds itself in, it explains how we expect that our
KM activities will affect change, and how that change will help
the organization fulfil its mission.
• KM Initiative 8
UNDP programmes and projects
• KM Initiative 9 Lessons from projects and programmes are captured and used to
improve design and quality of new projects and programmes create and leverage knowledge to
• KM Initiative 10 improve their performance
• KM Initiative 11 UNDP staff members are well connected across the organization,
• KM Initiative 12 interact frequently and work collaboratively
• Scan your multi-year strategy, your annual business plan, your key
units’ work plans, etc. and reference where and how your ideal KM
state will add value
• Quote from the board papers, corporate strategy paper, media
announcements and from speeches/statements of the CEO, board
members, senior managers and partners
• KM Initiative 8
UNDP programmes and projects
• KM Initiative 9 Lessons from projects and programmes are captured and used to
improve design and quality of new projects and programmes create and leverage knowledge to
• KM Initiative 10 improve their performance
• KM Initiative 11 UNDP staff members are well connected across the organization,
• KM Initiative 12 interact frequently and work collaboratively
Output level:
•Collecting data on activities/outputs (e.g. #of k-products produced, #of trainings held,
# of workshop participants, # of staff exchanges, # of roster entries, web hits,
downloads, discussion comments, likes, shares)
Immediate Outcome level:
•Staff perception surveys (e.g. satisfaction with Communities of Practice or onboarding
procedures, percentage of staff who they think documents are easy to find, etc.)
•Client feedback surveys (e.g. satisfaction with quality and relevance of knowledge
products or advisory services, rating of products, etc.)