1	The Business Case for KM As Simple as ABC? Dr David J. Skyrme
2	Topics
3	Asset Focus
4	Benefits Focus
5	Benefits Focus
6	Benefits Focus
7	Cost Effectiveness Better use of resources, especially people Knowledge worker productivity e.g. 1%=£50m Sharing Best Practice e.g. Chevron $100m energy E-opportunities e.g. Sun $100m customer self-help Better focus on key customers e.g. Chase $25m Minimise rework, duplication, lost knowledge ….. Leverage on bottom line
8	Is It This Simple? Costs focussed & visible - benefits diffuse Baseline often not known e.g. staff time recording Multiple pulls and perspectives - no shared vision Finance dominance vs. service, outcomes Complex cause / effect dependencies Unanticipated benefits e.g. reduced staff turnover …. Invoke the ‘turn it off’ tactic
9	Making the Case (1)
10	Making the Case (2)
11	Making the Case (3)
12	Knowledge ‘Factory’
13	KM Assessment
14	Making the Case (4)
15	Making the Case (5)
16	Why Benefits are not Realised
17	Measurement Myopia?
18	Knowledge Leadership Articulated value proposition e.g. share best practice - faster innovation reusable knowledge - developing competency intellectual assets - know-how businesses Find champions in the business Facilitate networking - tap into expertise Excellent communicators - internal/external Frameworks for action - simple models Clear vision and strategy
19	Point to Ponder
20	Contact Details