1. What country are you based in?

Response Percent
Australia 82%
New Zealand 8%
Other 10%

2. How many employees does your company have where you are based?

Response Percent
1-50 19%
51-200 11%
201-500 15%
501-1000 15%
1001 and above 40%

3. How many employees does your company have worldwide?

Response Percent
1-50 17%
51-200 7%
201-500 8%
501-1000 11%
1001 and above 43%
Not relevant 15%

4. Do you consider knowledge management an essential asset?

Response Percent
Strongly Agree 85%
Moderately Agree 12%
Disagree 3%
5. Does knowledge management play an integral role within your organisation?

Response Percent
Yes 49%
No 7%
No, but needs to 43%

6. Does your company have networks for transferring information between

employees who interact with customers?

Response Percent Percent

Yes 66%
No 16%
Looking Into 19%
7. Does your company share best practices information?

Response Percent
Yes 61%
No 16%
Looking Into 23%

8. Does your company have a network for transferring information between employees
who interact with company managers?

Response Percent Percent

Yes 71 53%
No 38 28%
Looking Into 25 19%
Total Respondents 134

9. Does your company have a network for transferring information between

employees who interact with engineers?

Response Percent
Yes 36%
No 55%
Looking Into 9%
10. What percentage of revenue does you company spend on Knowledge Management?

Response Percent
None 20%
0-0.5% 36%
0.6-1% 14%
1.1-1.5% 9%
1.6-2% 3%
2% and above 7%
Don't Know 11%

11. If your company spends money on KM, what is your estimated ROI?
45 Respondents - Some of the responses below
1. Very negative, due to disintegrated approach to KM.
2. Unknown
6. Not currently measured. Approach to date has been fragmented.
9. We have never calculated
10. We're not that advanced yet - e.g. organisational metrics, but strongly use KM practices
12. A lot of KM activities are being carried out subversively.
The company will invest heavily in technologies, but is exceedingly reluctant to devote effort on cultural
and process issues required to effectively use the technologeis to do genuine knowledge management.
13. Tangible - Ten-fold
17. There has been no attempt to quantify an ROI
20. 5%
21. It is yet to be determined as we are in the midst of research
22. 60%
23. Not sure of exact figures - not widely communicated
32. 25%+
33. Not measured, we simply accept that you have to invest in KM
36. 100% - you cannot compromise on this.
37. It's difficult to isolate the knowledge sharing contribution from the entire business improvement effort.
Business Improvement has an enormous ROI (order of mangitude ROI or more) and people, sharing their
knowledge in support of improvement is a significant part of this.

12. Have you seen any intangible returns from KM?

Response Percent
Yes 70%
No 13%
Unsure 17%
13. Have you seen clear financial returns from KM?

Response Percent
Yes 46%
No 37%
Not relevant 17%

14. Where is KM being applied within your company?

Response Percent
Service Delivery 64%
Marketing / Sales 46%
HR 27%
R&D 37%
Strategy 48%
Distribution 10%
Procurement 15%
Other, please specify 16%

1. Legal
2. IT just starting to understand the concept
3. KM Stage 1 implementation will be company-wide
4. Project Methodology
5. regulatory activity
7. Should be looking at all the above when KM is introduced.
8. We are a legal firm - precedents form a major component of our knowledge base
9. Corporate functions are the largest focus including ICT
10. product and service development
11. Technical and Operations
12. Consulting; Education; Technical Support; Finance
13. Processes
14. engineering
15. Project Mgt
17. Planning, Production and Maintenance
18. Knowledge Management Group
15. What KM activity has the biggest impact on your company’s bottom line?

1. Better ability to reuse prior work before outsourcing

3. Precedent contract/document development
5. research & teaching knowledge base
6. Intellectual Property, intelligence, expertise, knowledge
7. distribution
8. Communities of Practice meetings, intranet sharing, communication activities
9. Diffusion of technical information to support sales staff.
10. informal people networking
11. simply the use of email
12. Still developing KM system
13. Sharing of knowledge of Service Delivery
14. Nt for profit organisation - bottom line is cost saving in locating and reusing gained knowledged.
15. Implementation is about to impact
16. Information sharing, protection of IP, fostering growth in IP, streamlining services to customers
17. An electronic library located within the Lotus Notes
18. Not applicable - not for profit organisation.
Impact on time efficiencies, knowledge sharing - Development of Intranet, knowledge capture tools.
19. Knowledge sharing and exchange
20. Knowledge sharing
21. Networking.
22. Sharing information about clients
23. Sharing 'expertise' and who knows what
24. distribution
25. Provision of an holistic approach to knowledge and information management services and strategies.
26. Distribution of knowledge/information for geographically disparate locations.
27. Engineering configuration management and document content management
28. Our Intranet provides a quick reference source for all staff saving many manhours
29. Two or more people getting together and sharing information and knowledge and acting on it
30. Currently we share information but not in a defines methodical way. What we do properly is
applying information specialist to assist the procurement and the marketing, after goals defining with close control.
31. Should think that it will be in sharing and collaborating in business related data/info and technology for product development and delivery.
32. As per previous question, the use of precedents to better utilise intellectual capital has the greatest impact on our bottom line
33. Sharing of accurate and up to date information and intellectual property
34. knowledge transfer
35. Competitor and Market information which is used for Strategic Planning
36. hard to quantify.. we provide legal services, ie a law firm KM is critical to the work the work that the lawyers perform,
so all resources such as practice material and precedent production has an impact ont he way they work and the actual advice they provide.
38. Sharing, distribution and availability of information to relevant areas (intranet type facilities
39. Networking
40. eMailer campaigns.
41. Community of Practice
42. Our consultancy services - we provide consultancy for solutions to Knowledge Management issues for our clients.
43. Our own ikonnect service that helps people with business issues by locating someone else in the
organisation that can assist them, and then encourages them to talk about the issue and resolve the issue.
44. knowledge creation and collaboration
45. Service & Delivery
46. Intranet / business processes
47. Customer enquiry related information
48. precedent development
49. Sharing of experience particularly as part of the risk management process.
50. Meetings to share expertise in core areas.
51. Best Practice identification and Transfer
52. client relations & service delivery
53. sharing of client information amongst associates
54. Providing relevant information for the Sales teams to use early in the sales cycle. Then feedback and
contributions from Sales, consulting etc after sale won or lost.
55. Promotion of Innovation through community of practice
56. not sure
57. international sharing
58. productivity
59. Establishing effective communities supporting delivery of services, and in growing
company capability in both current and future core domains.
60. Sharing
61. Industry and client information sharing for prospection and selling. Also sharing of programming approaches
and IT resources in development of IT products.
62. Move to a managed shared drive scenario.
63. Precedent Documents
64. see above
65. Knowledge Communities
66. Service delivery
67. KNowledge sharing in terms of delivery processes
68. Consulting - I am an independent KM consultant.
69. Transferring best practices through evaluations, conferences and workshops, supported by IT tools
and information management and sharing processes; deployed using a Six Sigma improvement methodology.
70. New Product Development (Concept to Market).
71. the use of professional support lawyers within our law firm
73. Electronic Document Management - the fact that it is a bit "higgelty-piggelty"
is costing us unknown amounts - it is still difficult to retrieve and reuse information which could
benefit our understanding of our business and our customers needs.
74. In the University sector, "knowledge management" is our core business but very few see it that way.
So it is important that we financially support teaching, learning and research within the organisation ahead of other pursuits.
75. Development of staff
76. Saving consultant costs as we refer to each other for advice rather than call legal or a consultant straight away.
78. Service Delivery
16. Which of these activities would be beneficial to your organisation?

Response Percent
Regular formal knowledge sharing meetings 65%
Online communities, blogs, IMS, discussion forums 63%
Ongoing training and development programmes 71%
Internal white paper publications agenda 31%
Informal meetings (lunch/tea break) 50%
Intranet Sharing System 65%
Social network analysis 30%
Establishing an organisational wide taxonomy 45%
Other, please specify 8%

1. Cultural change to facilitate team focus of KM sharing.

2. KDP audit
3. Formal KM strategy
4. Linking the taxonomy to actual content on our intranet so we can use it for governance,
knowledge sharing, services and to avoid re-inventing the wheel
5. These are all beneficial, but we do them all already except for the taxonomy
6. integration into BAU processes/strategic development
7. Routine communication using tools such as video, webcam, webmeetings.
9. File server

17. Is your company currently sharing knowledge externally with customers and suppliers?

Response Percent
Yes 60%
No 22%
No, but needs to 17%