| Mapping the People in Your Organisation |
As the definition above suggests, knowledge mapping is a process and way of looking at information that can be applied to any area that requires knowledge. Wexler explains that k-maps can be used in specific situations such as implementing technological change, planning for an acquisition, introducing a new policy, or mapping intellectual capital2. We will look at examples of mapping intellectual capital or human capital; the people who work or serve a role in organisations. Traditionally, people are mapped with tools like the organisational chart. This type of knowledge map helps to show the spatial relatedness between people and the role(s) they play. However, organisational charts have several limitations:
In our earlier article on Knowledge Mapping, we looked at the uses of network graphs for strategic knowledge mapping. Moxy has created a network graph to show the people in its organisation, including their skills, roles and relationships. From this graph, it is possible to visualise how the people at Moxy operate, the processes that they serve, and also how to pull different people together for relevant projects. Another way to map people and processes is the organigraph, a tool developed by Henry Mintzberg and Ludo Van Der Heyden. "The organigraph shows how companies really work. It uses symbols like stars, funnels, tubes, links and chains—in all, there are six specific symbols that represent how a company actually works. You can also make up your own symbols. Organigraphs are a very useful ways to show how a company works, showing critical interfaces between people and processes"3. Here is an example of an organigraph for Medecins Sans Frontieres4:
Henry Mintzberg and Ludo Van Der Heyden Network graphs and organigraphs are a few of the knowledge mapping tools that can be used to visualise the people and processes that drive the business supply chain. When done effectively, Wexler argues that knowledge maps can provide returns in four areas: 1) economic returns; 2) organisational culture returns; 3) structural returns; and 4) knowledge returns2. Knowledge maps are visual tools and guides that can be used strategically to gain insight into how an organisation stores, produces and uses knowledge. Just as importantly, they reveal weakness or gaps which can be turned into growth and development opportunities. Moxy's creative approach to knowledge mapping enables organisations to see "critical relationships and competitive opportunities"4.Sources: 1. Driessen, Samuel, Willem-Olaf Huijsen, and Marjan Grootveld. "A framework for evaluating knowledge-mapping tools". Journal of Knowledge Management 11.2 (2007): 109-117. 2. Wexler, Mark N. "The Who, What and Why of Knowledge Mapping". Journal of Knowledge Management 5.3 (2001): 249-263. 3. O'Neill, Marty. "The Organigraph: How Organizations Really Work". Building Business Value Blog. 09 Mar. 2009. http://www.corsum.com/Building-Business-Value-blog/bid/17175/The-Organigraph-How-Organizations-Really-Work 4. Mintberg, Henry and Ludo Van Der Heyden. "Organigraphs: Drawing How Companies Really Work". Harvard Business Review 1999 (Sep - Oct): 87-94. |
