HOW TO ENGAGE BUSINESS STAKEHOLDERS IN

KNOWLEDGE MAPPING
Knowledge mapping is one of the most powerful About This Research
knowledge management (KM) approaches to identify
and understand your organization’s critical knowledge. In 2017-2018, APQC interviewed
However, individuals new to the concept are sometimes five organizations with best-in-
resistant. class knowledge mapping
programs to understand how they
Smart KM teams clearly explain the “why” and “how”
develop knowledge maps and
behind knowledge mapping so that stakeholders
leverage their insights to solve
understand how it contributes to business goals. In this
business challenges. More
article, you will learn key practices to build buy-in and
information can be found in
how best-practice organizations engage business
APQC’s Knowledge Mapping in
stakeholders in knowledge mapping.
Action collection.

KEY PRACTICES TO BUILD BUY-IN

EXPLAIN THE VALUE PROPOSITION

Leaders, line managers, and individual participants need to know that knowledge mapping is
worth the investment in terms of time and resources. Explain the knowledge mapping process
and how it will help the organization:

 work smarter and faster,

 avoid errors and redundancies, and
 prepare for the future.

Tie these general benefits to the organization’s unique knowledge-related challenges and
opportunities, such as potential knowledge loss from expert retirements or the need to
accelerate competency in an emerging domain of technical knowledge. Where possible, explain
knowledge mapping’s connection to strategic business priorities and talent management goals.

BE CLEAR ABOUT THE COMMITMENT INVOLVED

When approaching candidates and their managers about knowledge mapping, be clear about
how much time the process will take. Remember that the KM team may need input from the
candidate beyond the actual mapping process. At many organizations, knowledge mapping
requires the candidates’ involvement before mapping begins (to scope which areas to cover)
and after (to review maps and determine next steps). When possible, take steps to reduce the
burden on key stakeholders such as experts and process owners by, for example, talking to their
colleagues or reviewing document they’ve created.

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 HELP PARTICIPANTS FE EL VALUED
Knowledge mapping can arouse fear in some candidates. Experts may think it’s a sign they’re
being pushed toward early retirement. Others fear that if the maps reveal some of their
knowledge isn’t critical, they will be seen as non-vital employees. It’s important for the KM team
to acknowledge and assuage these fears. Candidates should know that they are being
approached because they have valuable knowledge that would benefit the organization if it
were more broadly distributed, not because they are being sidelined or forced out. Once a few
participants go through the process, you may be able to use them as advocates to help others
understand the benefits and implications being selected.

USE LANGUAGE THAT EMPLOYEES UNDERSTAND

Every organization has its own “language” including unique acronyms, terms, and jargon. It’s
wise to use this company language when explaining knowledge mapping and presenting related
assets (such as templates or completed knowledge maps). For example, if you’re using a
template that refers to “business units” but your company refers to these as “divisions,” alter
the template to match the company language. It also helps to relate knowledge mapping to
familiar concepts and processes within the organization. If your organization has a long history
of process mapping, for instance, then that can provide a useful foundation for talking about
knowledge mapping.

HOW BEST-PRACTICE ORGANIZATIONS DO IT

TRANSPETRO
At Brazilian fuel transporter Transpetro, the KM team knows that securing buy-in and building
rapport is crucial to effective knowledge mapping. Identifying whether knowledge assets are
critical is part of the organization’s knowledge mapping process. So sometimes, participants and
business representatives fear that their area will receive less attention, or even disappear, if
they rank too many assets as non-critical.

The knowledge mapping facilitator clarifies that knowledge mapping is about what is critical for
the business and not a critique of them or their area. “We have to build confidence in the
relationship so they are not afraid of the results of this work,” said Eleonora Barrêto Taveira, HR
consultant at Transpetro.

BECHTEL
Engineering and construction company Bechtel’s knowledge mapping effort focuses on retiring
experts. Bechtel’s KM team reinforces the goals of knowledge mapping and transfer projects at
each step of the process. The team ensures that each expert understands his or her unique
value to the company and the long-term goals of knowledge transfer. This helps candidates
understand that they are being given a unique opportunity to leave a legacy with Bechtel and

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 improve its ability to provide consistent delivery both now and after they have chosen to leave
the organization.

GOODYEAR
The Goodyear Tire & Rubber Co. also focuses on retiring experts. Knowledge mapping is very
popular at the organization, so the KM team does not need to proactively market the program.
However, candidates are sometimes resistant because they have busy schedules. When this
happens, the KM team focuses on the expert’s depth of knowledge and conveys how his or her
input will be used to train others. The KM team also clearly outlines the time and requirements
for knowledge mapping so that experts and their managers know what to expect.

ELI LILLY
At pharmaceutical company Eli Lilly, knowledge mapping focuses on the organization’s expert
engineers. The KM team introduced knowledge mapping by tying it to two things the engineers
already knew well: process mapping and organizational objectives. The KM team also took steps
to decrease the burden on experts. They asked mid-career employees to create knowledge
maps so that experts only had to review and validate them. They also provided snacks or lunch
to motivate participation in knowledge mapping sessions.

TRIANZ
The KM team at IT and management consulting company Trianz clarifies the goal of knowledge
mapping at the outset of the process. Each mapping exercise begins with a conversation in
which the KM team helps the candidate understand what “knowledge” means in his or her area
and how the outputs of the knowledge map will be used. However, because of strong senior
leadership support for knowledge management, most candidates already understand the value
and are comfortable participating.

KEY TAKEAWAYS
There’s a kernel of truth in detractors’ concerns about knowledge mapping: the process does
take time and resources away from normal business operations. That’s why it’s so important to
ensure that you have buy-in from key stakeholders. Best-practice organizations make the value
proposition and the time/resource commitment clear at the outset of the process. They
acknowledge and assuage fears, and they reduce the burden on participants when possible.

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 ABOUT APQC
APQC helps organizations work smarter, faster, and with greater confidence. It is the world’s
foremost authority in benchmarking, best practices, process and performance improvement,
and knowledge management. APQC’s unique structure as a member-based nonprofit makes it a
differentiator in the marketplace. APQC partners with more than 500 member organizations
worldwide in all industries. With more than 40 years of experience, APQC remains the world’s
leader in transforming organizations. Visit us at www.apqc.org, and learn how you can make
best practices your practices.

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