Knowledge mapping is not about knowledge inventory, but about what truly matters to act on now.

The second session of the Knowledge Management Global Network (KMGN) Strategy_to_Impact Course was led by Manfred Bornemann, focusing on how discovery insights can be transformed into a meaningful understanding of the organizational knowledge state through knowledge mapping.

The session emphasized four key thinking steps:

⭐️1- Start with purpose.

What do we actually want to understand by mapping the discovery findings? Prioritization, comparison, risk exposure, leadership communication? The clarity of purpose determines the value of the map.

⭐️2- Continue with data selection.

Not what could be collected if we were starting from zero, but how to build intelligently on what already exists. Which data has already been gathered during discovery? Is it sufficient to move forward, and what additional data, if any, should be collected?

⭐️3- Choose a conceptual structure.

Deciding how to organize the data, whether by intellectual capital categories, ISO elements, process stages, or another logic, is a strategic choice that shapes interpretation.
⭐️4- Last but not least, visualization logic.
Select the form of visualization that truly supports understanding and convincing. Not the one that looks most appealing, and definitely not one that risks oversimplifying or distorting the message 🎯.

As expected in today’s reality, the session also demonstrated how artificial intelligence can support each of these tasks 🤖. Not only as a shortcut to insight, but as a way to enhance analysis, structure, and clarity.

A strong knowledge map is not only about knowing the purpose. It is about choosing, with care and intention, how understanding is built and how it is delivered ✨.