“What is a knowledge audit?”, I was asked some time ago. I answered this person, but since a similar question was asked again in another context and it required a bit more than a short answer, I though it better to look into the subject and post about it. Just in case I need it again or someone else is interested in the topic!
A knowledge audit is often seen as a critical first step in the knowledge management process (1). Or, not doing a knowledge audit may be a cause of failure of many KM initiatives (2). The audit provides insight in what knowledge is available and where it is, what knowledge is missing or needed, and how the knowledge is used. It will help to make the knowledge in the company visible, show what knowledge is managed and how it is managed (2). The knowledge audit can serve as a gap analysis between the current and desired situation and helps with formulating the KM strategy.
Wikipedia (3) refers to the Information Audit which was the basis for the development of a knowledge audit. There are similarities and dissimilarities between the two audits. Among the similarities are the instruments that are being used, such as questionnaires, the development of an inventory, analysis of flow and a data map. A great dissimilarity is that a knowledge audit deals with people, “which impact the ways in which knowledge is created, transferred and shared and to identify where knowledge could be captured, where it is required and then determine how best to undertake a knowledge transfer as "unlike information, knowledge is bound to a person, organisation or community”.
Liebowitz (1) describes 3 general knowledge audit steps, aimed at identifying what knowledge is available and what knowledge is missing and providing recommendations, in order to solve a certain business problem. Both Liebowitz and Hylton present a list of questions that can be asked in a knowledge audit interview.
A knowledge map is often used to visualize the knowledge in the organization. To show (in the knowledge map) how knowledge flows, a social network analysis can be performed.
A knowledge audit will give a timely picture of the company’s knowledge; it however should not be a stand-alone instrument (as most KM tools), it should lead into a plan for action.
Sources used:
(1) Jay Liebowitz et all (2000) The knowledge audit. Knowledge and Process Management, 7(1), 3-10.
(2) Ann Hylton (2002). A KM initiative is unlikely to succeed without a knowledge audit.
(3) Wikipedia
For who want to know more: Here are a series of video tutorials (part 3 explains knowledge audits and knowledge mapping).