Knowledge Maps

Develop strategic and operational skills for the management of knowledge maps. This will mean being able to work on the identification and representation of the knowledge that an organization treasures, highlighting that which has a tacit and critical character and generating analyses from the point of view of criticality in order to establish effective management strategies for each case. 
This result will allow, among other use cases, to make solid decisions about the situation of knowledge and future challenges related to competences, to identify a posteriori the people who possess it and to be able to create a framework for action for the preservation of said knowledge, etc.

Conceptual and methodological foundations necessary to develop and take advantage of knowledge maps.

    • Conceptual and methodological framework for developing knowledge maps

-    Why is it important to manage key knowledge? Presentation on the strategic vision of knowledge and its impact on the development of the organization's business strategy.
-    What are knowledge maps and what are they for? Definition, scope and examples.
-    What steps must we follow to develop a knowledge map? Description of the steps that make up the methodology for developing knowledge maps.

    • Analysis of the business and organizational context to drive the development of knowledge maps

-    Identification of business and organizational challenges that guide the development of an organization's knowledge map. (Why make a knowledge map?, What strategic processes/challenges do we want to impact?, How are we going to organize knowledge maps in our organization (by areas, by processes, by projects)?, What decisions do we want to support with the maps? What type of application/use will we give to knowledge maps?
-    Identification and characterization of key knowledge domains linked to organizational challenges and use cases.

Methodology and instruments for the preparation of knowledge maps, at the same time as the participant puts them into practice in a case of real application linked to their organization.

    • Construction of the knowledge map

-    Analysis of key knowledge domains. Interpretation of characterization results in terms of nature of knowledge, level of diffusion and level of criticality.
-    Definition and characterization of the organization's human capital assets: Use of knowledge domains as an articulating axis to identify people linked to each of them.
-    Identification of the organization's structural capital assets: Use of knowledge domains as an articulating axis to connect the systematized resources (key documents) that provide relevant content for each domain.
-    Identification of relational capital assets. Mapping of external agents (employees, suppliers, etc.) with whom the organization interacts around key knowledge domains.
-    Definition of a management strategy and use of the knowledge map.