What’s the reporting line for KM in the organisation?
When you are setting up a KM function, where should it report? Here are some statistics about the most common reporting set-ups.
The statistics are drawn from all respondents to our 2014 and 2017 global KM surveys. Any any multiple responses from the same company have been removed from the dataset, leaving 503 responses.
The results can be seen above.
The main conclusion is that there is no single common reporting line for KM.
- The most popular reporting line (20% of respondents) is for KM to report directy to senior management.
- The second most common response (16%) was “Other” – indicating that there are a vast number of reporting lines for KM
- Third was Operations (12%)
- Then IT (9%)
- Then Strategy (7%)
Then there are a whole number of other options.
I tried cross-correlating these with the scores for “KM satisfaction” but there was no correlation – almost all the reporting lines were associated with a satisfaction rating of between 2.5 and 3 out of 5.
Respondents in the “Other” category include
- Health and Wellbeing Division
- Knowledge which is different than L&D
- Different departments, depending on Business Unit
- Information Technology + Business transformation program
- Services coordination
- Finance
- Corporate Services
- Dual: COO and Firmwide
- Managing Partner – Legal
- Knowledge and Information Services
- Fire & Incident Management
- Corporate
- Naac
- Executive Committee
- Dirección de Estudios
- Management and Coordination
- Corporate communications and Knowledge management
- Finance
- Audience in the CoP Meetings
- CEO
- Each Division has its own KM team and report to the director of division
- Customer Support
- Research Analytics and Knowledge
- enabling the delivery of products and services to customers through long term strategy, planning, and infrastructure delivery.
- Sport Science and Medicine Director
- Customer services entral Services – Information Management
- Innovation and academic development
- KM
- Business Systems
- Business Services
- Business Development & Wider Knowledge function
- Quality and Operation department
- Distributed model – embedded within organizations
- Technical Services
- Corporate University
- each department has its own KM strategy
- Management Development Department
- Private offices group (ministerial)
- Client Experience (formerly learning and development)
- Combination of several departments
- Directly to the Portfolio Management,
- KM and strategic projects team
- Corporate Resources
- all part-time and from diverse departments.
- Planning and evaluation
- Secretariat Office of the Deputy
- Multiple projects flowing up to the Program Manager
- No clear ownership – is integrated into our business, not even named up as KM
- My organisation is within IT. However, we have way more mature KM organization lead by an Ex. Dir. which is part of the manufacturing division. R&D is also starting something more formally.
- Education Research
- Business Excellence
- Safety
- HSE…. Portfolio Division
- Future Business Enablement
- Policy analysis & Research
- Professional Services and Technical Support
- The name of my function is Technical Excellence and it is a corporate function.
- It could be classed as Business Improvement, Separate reporting line, Strategy. Performance
- Policy
- there is no KM role as such for the company as a whole – we report to the CLO
- Consumer
- Market Insights and Business Intelligence teams
- HR and Engineering dept/division
- Strategy, innovation and risk management
- Monitoring, Evaluation, Accountability and Learning
- Science Group
- Perfomance
- Planning and Evaluation
- Management
- Administration
- Technical planning and projects
- volunteers and strategy
- Corporate Resources
- Education and quality
- Institutional partnerships
- Corporate Services
- Capability and Service Managemnt
- I answer to the Service Line Leader
- Supply Chain
- Customer operations director
- Corporate Development
Shared by: Nick Milton
December 13, 2017
Tags: Archive, governance
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