APQC’S KNOWLEDGE FLOW PROCESS FRAMEWORK

APQC’s Knowledge Flow Process outlines a continuous seven-step cycle through which knowledge is created, identified, captured,
reviewed, shared, accessed, and used. The framework below takes a closer look at each step of the process, offering definitions,
improvement ideas, recommended approaches and enablers, and advice to avoid common pitfalls. See our Exploring APQC’s
Knowledge Flow Process collection for additional information, best practices, and case examples associated with each step.

Step What It Means How to Make It Happen What Can Go Wrong Approaches & Enablers
Also innovate, invent. The creation of It is a mistake to narrowly define
Provide time and open space for employees to be Idea management
knowledge happens every day in knowledge creation as something that Collaborative brainstorming
creative. Bring new configurations of people
many different ways such as new happens only in R&D. People may not Communities and networks
1. Create together to collaborate and solve problems. Foster
experiments, implementation plans realize they have created knowledge; Uncovering new best practices
an environment where failure is an acceptable
for new customers, and collaboration they’re just doing their jobs. But that Process improvement suggestions
outcome of innovation. Open innovation
around product enhancements. knowledge may be critical.

Study the overall business strategy, determine KM business case development

Also define, prioritize. The Those who have knowledge may not
what knowledge is required to carry out that Knowledge mapping
organization should identify what realize others may find it useful. At the
strategy, and then zero in on knowledge that may Knowledge audits
knowledge is critical to strategy and same time, those who could benefit
be at risk. Identify core competencies that support Designated subject matter
2. Identify operations in order to focus on that from knowledge may have no idea
the business. Use subject matter experts, experts
knowledge. In addition, individual someone else in the organization
managers, process owners, communities of Communities & networks
employees should identify knowledge already has it. No one is facilitating a
practice, and/or leaders to pick out the knowledge Establishment of core
to share in the course of their work. link between these two groups.
that is most vital to collect, share, and use. competencies by function/role

Develop guidelines and processes for knowledge

Also capture, organize. This is the Best practice/lessons learned
capture. Think about how knowledge will be People may write down too much. Yet
process of documenting and storing capture
shared because that may influence collection conversely, explicit knowledge doesn’t
knowledge in a medium such as a Knowledge interviews & audits
practices. Provide user-friendly input tools and always have the benefit of full context
portal, database, or blog. Collection Communities of practice
3. Collect templates, and build collection into project to give it meaning. Additionally,
can happen through a facilitated Storytelling
management, process improvement, and daily employees are not always willing or
activity, during an event such as a Designated facilitators
work. Designate employees to dedicate a small able to take time out to capture their
team meeting, or in the course of Collection as a project/process
percentage of their time to facilitate colleagues’ knowledge.
daily work. management milestone
knowledge collection.

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 Step What It Means How to Make It Happen What Can Go Wrong Approaches & Enablers
Experts may not have the time or
Allocate time for experts to vet content, and inclination to review pending
Also evaluate, validate, analyze. This Designated subject matter
encourage them to see this as part of their jobs. knowledge, creating long lag times
is the process of vetting and assessing experts
Create a clear review process with a timeline so between collection and final
knowledge for relevance, accuracy, Formal vetting & curation
contributors know when their content will be publication. Contributors may become
and use. Some knowledge requires Defined review cycles
4. Review formal review by experts, whereas
published. For certain content, consider tracking frustrated and users may lack
Auto-archiving
user behaviors and analyzing that data to surface confidence in knowledge in a holding
other knowledge can be effectively Social tagging & rating
the most relevant/valuable knowledge assets. pattern for review. In user-driven
reviewed and managed by a broader User comments
Include processes to reassess existing content at review processes, people may be
user community. Wikis (peer editing)
set intervals. reluctant to rate or evaluate knowledge
submitted by peers or superiors.

Rather than trying to share everything, focus on Communities and networks

Also collaborate, transfer, publish. supporting the exchange of critical knowledge. Set People absorb knowledge from other Content management systems
This involves pushing or imparting up formal structures for collaboration to align with people they know, respect, and like. If Collaboration platforms
knowledge or information to others, the organizational strategy. Provide training, two employees have no personal bond, Expertise location
5. Share contributing to a group activity or emphasize the value of participation, and tie then they may be less likely to apply Lessons learned workshops
discussion, and/or responding to sharing to career advancement. Get leaders one another's knowledge and Blogs & wikis
questions. engaged and encourage them to model the experiences to their own work. Enterprise social networking
desired behaviors. Mentoring/apprenticeship

Provide a one-stop shop so employees can retrieve Cloud-based systems

Also find, discover, encounter. This is relevant resources from a single access point. Disparate, time-consuming systems Taxonomy & metadata
the act of passing knowledge and/or Offer robust taxonomy and search. Distribute mean that employees may become Semantic & cognitive search
expertise from one-to-one or one-to- critical knowledge through multiple channels overwhelmed or not bother to look for Natural language
many. It includes both “push” (high- and low-tech) and embed access into daily relevant knowledge. And even when processing/chatbots
6. Access mechanisms (knowledge is delivered work. Build applicable knowledge into processes, people know about a knowledge asset, Expertise location
at set times or in response to triggers) tools, and templates. Use technology to they may lack the time, relationships, Mobile apps
and “pull” mechanisms (knowledge is understand and anticipate user knowledge needs. or resources to pursue and study it in Predictive analytics
accessed on demand). Offer direct access to experts for complex enough detail to make it useful. AI & intelligent automation
questions. (See "Share" above for more)

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 Step What It Means How to Make It Happen What Can Go Wrong Approaches & Enablers
Create a clear value proposition for reuse—both
Best practices/lessons learned
for the organization as a whole and for individual
Personal expertise and knowledge adoption
Also learn, reuse, adapt/adopt. employees. When reuse is mandatory, create a
creation may be valued over Communications
Knowledge is taken in its current form rigorous process supported by measurement,
collaborative work. If the emphasis is Rewards and recognition
7. Use and applied to another situation to accountability, and enforcement. When reuse is
on invention rather than adaptation, Measurement/tracking of reuse
solve a problem, improve a process, voluntary, build the expectation into the culture
employees are less likely to reuse Accountability by project/role
or make a decision. and encourage the desired behaviors through
knowledge from other sources. Success stories
visible leadership support, communications, and
ROI & value measures
rewards and recognition.

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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