Source: Levelica Canonical: https://www.levelica.com/en/guides/knowledge-management # 지식 관리 (Knowledge Management) ## Summary Capturing, sharing, and preserving organizational knowledge so decisions improve and learning compounds. ## Description Knowledge management is the integrated capability of structuring tacit and explicit knowledge held by individuals and organizations, delivering it to the right people at the right time, and creating new knowledge. It goes beyond document organization to designing cultures where knowledge flows freely, building technology infrastructure, and fostering organizational learning. Based on the APQC maturity model, progression moves from individual awareness through full organizational KM integration and innovation. --- ## Level Overview | Level | Proficiency Stage | Hashtags | | ----- | ------------------------ | -------------------------------------------------------------------- | | Lv.1 | KM Awareness | #TacitExplicitKnowledge #KnowledgeAwareness #PersonalKM | | Lv.2 | Knowledge Contributor | #SECIModel #KnowledgeCapture #Externalization #PeerSharing | | Lv.3 | Knowledge Facilitator | #CommunityOfPractice #KnowledgeAudit #TaxonomyDesign | | Lv.4 | KM Program Manager | #KMStrategy #KnowledgeRetention #ChangeManagement | | Lv.5 | KM Organizational Leader | #APQCMaturityModel #OrganizationalLearning #KnowledgeTransfer | | Lv.6 | KM Enterprise Strategist | #ISO30401 #KMGovernance #KMThoughtLeader | | Lv.7 | KM Paradigm Creator | #KMTheory #KnowledgeEcosystem #CynefinFramework #InstitutionalLegacy | > **Integrated Framework:** This guide's 7-level structure is not a mapping of a single grading system but an integration of four independent axes. The APQC Maturity Model provides the **organizational maturity axis** (Initiate -> Innovate, defining organizational development stages of KM). KM Institute certification pathway provides the **individual competency axis** (CKP -> MCKM, providing individual-level KM expertise progression). ISO 30401 provides the **international standards axis** (defining requirements and governance standards for KM systems). Farnese et al. (2019)'s SECI model empirical research provides the **knowledge conversion axis** (socialization -> externalization -> combination -> internalization, validated mechanisms for tacit-explicit knowledge transformation). Each level boundary is determined at the intersection of these four axes. > Cross-Validation: The level boundaries in this guide were established by confirming convergence across 3 independent frameworks. > > - L2↔L3 boundary: APQC maturity model entry→intermediate transition ≈ KMI certification pathway CKP (Certified Knowledge Practitioner) entry requirements. Both frameworks place the shift from "individual-level knowledge contribution" to "independently designing and running team-level KM activities" at this boundary. > - L4↔L5 boundary: APQC intermediate→advanced transition ≈ KMI CKS→CKM promotion requirements. APQC defines the move from Standardize to Optimize, and KMI defines the move from Specialist to Manager at the same point — both requiring the leap from "organizational strategy development" to "enterprise maturity assessment and multi-department program oversight." > - L5↔L6 boundary: APQC Optimize→Innovate transition ≈ KMI CKM→MCKM top-tier certification ≈ ISO 30401 system design competency. All three frameworks place the shift from "internal organizational leadership" to "industry-level standard setting and external advisory" at this boundary. --- ## Level 1 #TacitExplicitKnowledge #KnowledgeAwareness #PersonalKM ### Summary Recognizing KM and organizing information at a personal level. ### Description You recognize that knowledge management exists as a discipline and can distinguish between tacit and explicit knowledge. You record work-generated information and find what you need in existing documents and manuals. At this stage, your focus remains on personal information habits rather than systematic management. ### Checklist - [ ] Can explain the difference between tacit knowledge and explicit knowledge with examples - [ ] Can document at least 3 personal work know-how items in written form - [ ] Can locate and access your organization's existing knowledge repositories (wikis, shared drives) - [ ] Can identify recurring questions in your work and document reusable answers - [ ] Can write meeting notes or project retrospectives and share them with teammates - [ ] Can articulate at least 2 reasons why knowledge management matters for organizations > If you've achieved most items in this checklist, you're ready to enter the Knowledge Contributor stage, where you'll begin capturing and converting knowledge through structured processes. --- ## Level 2 #SECIModel #KnowledgeCapture #Externalization #PeerSharing ### Summary Capturing and sharing knowledge through SECI conversion processes. ### Description You can collect tacit knowledge from colleagues through interviews and observation and convert it into documents or templates. You understand the four SECI conversion modes (Nonaka) and perform socialization and externalization activities in daily work. Your knowledge contribution starts expanding from the individual to the team level. ### Checklist - [ ] Can explain the 4 SECI model conversion modes (socialization, externalization, combination, internalization) - [ ] Can interview experienced colleagues and document their work know-how at least 3 times - [ ] Can write at least 1 standard operating procedure (SOP) or work guide for a recurring task - [ ] Can present at a team knowledge-sharing session (brown bag, study group, or similar) - [ ] Can design a document template that at least 2 teammates actively use - [ ] Can contribute 10 or more documents to a knowledge repository > If you've achieved most items in this checklist, you're ready to enter the Knowledge Facilitator stage, where you'll independently design and run team-level KM activities. --- ## Level 3 #CommunityOfPractice #KnowledgeAudit #TaxonomyDesign ### Summary Designing and running team- or department-level KM independently. ### Description You conduct knowledge audits to identify gaps, organize communities of practice to improve knowledge flow, and design taxonomies for knowledge repositories. You can run consistent KM processes at the team level. This corresponds to KMI CKP-level practitioner competency. ### Checklist - [ ] Can conduct a knowledge audit for a team or department, documenting the gap between existing and needed knowledge - [ ] Can organize or operate a community of practice - [ ] Can design a document taxonomy and apply it to a knowledge repository - [ ] Can standardize the knowledge handover process for departing or transferring employees - [ ] Can maintain at least 3 metrics that measure knowledge-sharing participation or utilization rates - [ ] Can design or improve a new-hire onboarding guide from a KM perspective - [ ] Can review knowledge repository content quality and define retirement criteria > If you've achieved most items in this checklist, you're ready to enter the KM Program Manager stage, where you'll build organization-wide KM strategies and lead change management. --- ## Level 4 #KMStrategy #KnowledgeRetention #ChangeManagement ### Summary Building organizational KM strategy and embedding a sharing culture. ### Description You develop KM strategies aligned to business objectives and design implementation roadmaps. Using change management techniques, you encourage knowledge-sharing behaviors across the organization and run knowledge retention programs to prevent critical knowledge loss. At KMI CKS-level expertise, you make context-based judgments in complex organizational situations. ### Checklist - [ ] Can author a KM strategy document tied to business objectives and secure executive approval - [ ] Can develop and execute a change management plan for KM adoption - [ ] Can design a knowledge retention program to prevent critical knowledge loss from key personnel - [ ] Can measure and report KM activity ROI with quantitative data - [ ] Can identify cross-departmental knowledge silos and execute integration initiatives - [ ] Can define requirements and conduct a comparative evaluation for KM tool selection - [ ] Can design a knowledge-sharing incentive system that raises participation by 20% or more > If you've achieved most items in this checklist, you're ready to enter the KM Organizational Leader stage, where you'll assess enterprise KM maturity and build organizational learning systems. --- ## Level 5 #APQCMaturityModel #OrganizationalLearning #KnowledgeTransfer ### Summary Assessing enterprise KM maturity and overseeing multiple programs. ### Description You use the APQC KM Maturity Model to diagnose your organization's current level and design a roadmap to the next stage. You oversee KM programs spanning multiple departments and mentor junior KM practitioners. You build organizational learning systems that ensure knowledge transfers systematically from individuals to the organization. This corresponds to KMI CKM-level competency. ### Checklist - [ ] Can use the APQC KM Maturity Model to diagnose organizational maturity and produce a gap analysis report - [ ] Can simultaneously oversee KM programs across 3 or more departments - [ ] Can mentor 2 or more junior KM practitioners to develop their competencies - [ ] Can design and operate an organizational learning system (learning loops, knowledge circulation structures) - [ ] Can build a KM performance dashboard and deliver quarterly reports to senior leadership - [ ] Can develop and execute a knowledge integration strategy during an M&A or organizational restructuring - [ ] Can present your organization's KM case study at an external conference - [ ] Can diagnose knowledge monopoly risks where tacit knowledge is concentrated in specific individuals within the organization, and establish systematic knowledge distribution strategies > If you've achieved most items in this checklist, you're ready to enter the KM Enterprise Strategist stage, where you'll set industry-level KM standards and exert influence across the field. --- ## Level 6 #ISO30401 #KMGovernance #KMThoughtLeader ### Summary Leading industry KM governance and designing ISO 30401 systems. ### Description You design KM systems based on ISO 30401 requirements and lead certification efforts. You conduct industry KM benchmarks to assess competitive positioning and exercise thought leadership within the KM community. At KMI MCKM-level authority, you advise other organizations on their KM programs and design enterprise KM governance frameworks. ### Checklist - [ ] Can lead the design of an ISO 30401-based KM system or certification audit preparation - [ ] Can conduct an industry KM benchmark study and produce a competitive positioning analysis - [ ] Can provide KM program advisory services to 2 or more external organizations - [ ] Can design a KM governance framework (roles, policies, processes, technology) and deploy it enterprise-wide - [ ] Can author academic papers, white papers, or industry reports on knowledge management - [ ] Can participate as a keynote speaker or panelist at major KM conferences (APQC, KMWorld, or similar) - [ ] Can separately measure KM system ROI in terms of direct cost savings (reduced search time, eliminated duplicate work) and indirect value (innovation speed, decision quality) > If you've achieved most items in this checklist, you're ready to enter the KM Paradigm Creator stage, where you'll expand the theoretical foundations of KM and pioneer next-generation paradigms. --- ## Level 7 #KMTheory #KnowledgeEcosystem #CynefinFramework #InstitutionalLegacy ### Summary Advancing KM theory and shaping paradigms that redefine the field. ### Description You create new frameworks, models, or theories that overcome limitations of existing KM approaches, and these gain adoption in academia and practice. This is the level of pioneers like Nonaka (SECI model) and Snowden (Cynefin framework), who redefined the direction of the field. You design knowledge flows at the industry and societal level, and you develop education programs and standards that nurture future KM professionals. ### Checklist - [ ] Can independently develop a KM framework, model, or theory that is adopted in academia and practice - [ ] Can author a KM book adopted as a required textbook in university or professional education programs - [ ] Can participate in developing industry or national KM standards (ISO or equivalent) - [ ] Can design and operate a KM education program for 5 or more years that develops future practitioners - [ ] Can demonstrate a KM methodology adopted and actively used by 10 or more organizations - [ ] Can serve as an editorial board member for KM academic journals or as an advisor to international bodies - [ ] Can establish principles on ethical issues in knowledge management (intellectual property attribution, scope of departing employee knowledge preservation, verification responsibility for AI-generated knowledge) and apply them organizationally > If you've checked off most of this list, you stand alongside pioneers like Nonaka, Snowden, and Davenport, shaping the theory and practice of knowledge management across generations. --- ## References - [APQC's Levels of Knowledge Management Maturity](https://www.apqc.org/resource-library/resource-listing/apqcs-levels-knowledge-management-maturity) — APQC (American Productivity & Quality Center) - [KM Institute Certification Pathway (CKP → CKS → CKM → MCKM)](https://www.kminstitute.org/classes/certification-options) — KM Institute - [ISO 30401:2018 — Knowledge Management Systems: Requirements](https://www.iso.org/standard/68683.html) — International Organization for Standardization (ISO) - [Managing Knowledge in Organizations: A Nonaka SECI Model Operationalization](https://pmc.ncbi.nlm.nih.gov/articles/PMC6914727/) — Farnese et al. / Frontiers in Psychology (2019)