Most knowledge management (KM) teams cannot achieve their goals alone. Instead, they must partner with other support functions such as IT, organizational learning, and process improvement to expand their reach and tackle key knowledge problems for the enterprise. But managing functional alliances can be challenging, especially when the groups have different reporting relationships, missions, and success measures.
This matrix helps KM leaders think about each potential partner group and the most apt opportunities to team up for mutual gain. It also helps knowledge managers keep track of logistical details relevant to collaboration, including how partner groups are structured and key points of contact. APQC recommends using this matrix in conjunction with its Interview Guide for KM Partnerships to explore and prioritize partnership candidates.