Knowledge management is defined as "a range of strategies and practices used in an organisation to identify, create, represent, distribute, and enable adoption of insights and experiences" 1.
Organisations establish knowledge management strategies and practices to:
Developing an organisation's knowledge management strategies and practices involves four main steps:
The Proposal ID system encourages organisations to use knowledge management practices to store standard content in a central repository. This ensures that document authors are always using content that is complete and accurate.
Business success has essentially just two prerequisites: to be efficient and effective.
Efficiency (or "doing things right") relates to how well defined and implemented are an organisation's operations (their procedures, systems, etc).
By developing and implementing a strategic vision, an organisation ensures it doesn't just focus on being efficient (i.e. on the urgent and important activities) but can coordinate movement of the whole organisation towards a singular vision. By focusing on being effective (or "doing the right things"), organisations can look past the day-to-day, volatile and unpredictable environment that they exist in and instead, focus on their core competencies to take advantage of the opportunities that exist in that environment.
The Proposal ID system supports an organisation's progress towards efficiency and effectiveness by
Covey S., 1989, The Seven Habits Of Highly Effective People, Fireside, New York.
Viljoen, J. & Dann, S. 2000, Strategic Management: Planning and Implementing Successful Corporate Strategies, Longman Business and Professional, Melbourne
Wells S., 1998, Choosing The Future, Butterworth - Heinemann, Woburn MA.
Hitt, M. A., Ireland, R. D. & Hoskisson, R. E., 2001, Strategic Management: Competitiveness and Globalization, St Paul, Minneapolis, West Publishing Company.
A company's business processes can be ranked against a five level maturity scale.
The Capability Maturity Model Integration (CMMI) is the industry standard model for ranking a company's processes against a maturity continuum 1.
The goal of any company is to take the steps necessary to ensure their processes are mature, producing consistent results that can be managed, understood, controlled and fine-tuned.
The following CMMI levels have been taken from the business development (BD) CMM 2. Where do your business processes fit?
Continuous business development process improvement is enabled by quantitative feedback from the process and from piloting innovative ideas and technology.
Detailed measures of BD process and product quality are collected. Both the process and products are quantitatively understood and controlled.
Process for business development activities is documented, standardized, and integrated into the organization. All activities follow an approved, tailored version of the organization's standard process.
Basic business development management processes are established to track cost, schedule, and functionality. The necessary process discipline is in place to repeat earlier successes.
Process is characterized as ad hoc, and occasionally even chaotic. Few processes are defined, and success depends on individual effort and heroics.
The progression to higher maturity levels is broken down into four key process categories, each with its own theme:
Key process category
Increase customer value by creating information-rich interactions that promote customer-focused solutions.
Improving performance and synergy by driving decisions based on data and real-time analysis of options.
Build competencies and teams by systematically tracking and leveraging expertise and online mentoring.
Enhance systems and processes by making available automated tools and knowledge management systems.
The Proposal ID system has been designed to assist organisations in implementing the above steps to improved business process maturity.