Knowledge Maps: Structured + Organised Linkage to Knowledge

Chapter 1: Between Infallibility and Ignorance: A History

Yet, a lot of small to medium-sized enterprises (SMEs) struggle with a central knowledge management (KM) problem: while they have knowledge or expertise and information, it can find itself in a variety of repositories or departments or worse still, in the mind of the individual employee. As a result, so much avoidable duplication of effort, wasted time and increased loss of knowledge risk due to key personnel leaving is created. A survey put this number at 8.2 hours per week wasted within just knowledge workers finding or recreating data (2020 APQC). Though this statistic is shocking by itself, its consequences on SMEs, a sector that generally has much more limited resources, can be even more damaging. In a small company one person can hold the critical know-how (and no one can know about it), so others will reinvent the wheel for something already found out or will be unable to find something important when needed.

As organizations scale and pivot into different markets, knowledge silos tend to blossom organically. Less is more does not apply here, as despite the smaller workforce, SMEs can have service path information that is astonishingly fragmented — by function (e.g., sales vs. engineering) or by individual employees that have particular knowledge around specific processes. If that person leaves, it can create a very disruptive knowledge gap for the company. As I pointed out in one of my previous articles (Fehlau, 2025/01/21), SMEs must exaggerate KM to mitigate such risks or else be at the mercy of larger competitors that typically enjoy increased access to information. Of course, it is all well and good to acknowledge the need to capture knowledge, but organizations also have to make sure that employees can find it and connect with it with their day-to-day tasks and objectives.

One of the most potent techniques for creating this connectivity is the knowledge map. Knowledge mapping is a well-known KM practice where organizations map their knowledge and both the people, or documents associated with the same – and relationships among it (Eppler, 2006). This article presents knowledge maps for SMEs, showing you how to break down those silos, encourage collaboration and — most importantly — how an organization can harness more value from the knowledge it already has. Below the relevant sections, I give a business-conceptual definition of knowledge maps, their importance for SMEs, how they work and the practical steps to follow to construct and manage knowledge maps. Along the way, I cite academic literature as well as earlier articles from this site (https://fehlau.de) on other KM themes, like knowledge repositories (Securing a Nextcloud Enterprise Knowledge Base, Fehlau, 2025/02/25) or process documentation (Process Documentation: Unlocking the Power of Knowledge Management, Fehlau, 2025/01/21).

Chapter 2: The Glaring Costs that Knowledge Silos Bring to SMEs

Knowledge silos can affect anybody, big or small, and thus are not spared from the development of knowledge silos despite their smaller teams. Ironically, their lean structures can also create bigger silos. You might think that communication is smooth sailing when your company only has 10 to 50 employees. But with the day-to-day grind of shipping orders, keeping clients happy, and launching new products, companies often find themselves lacking the infrastructure to support the transferring of knowledge. As a result, a lot of employees work solo hoarding key knowledge in personal files, notes, or just in their brains.

2.1 Effects on Productivity and Innovativeness

Not having a shared structure of knowledge reduces productivity. They myopically tackle the same problem over and over or simply do not know how to build off ideas already presented because they do not know who holds the knowledge and where. APQC (2019) observes that when the time spent on looking for information or reproducing the solution already exists is aggregated, organizations could spend thousands of hours each year. For SMEs, even a slight inefficiency could have a huge impact on profitability and growth.

Innovation is no different. Many creative ideas develop when workers from different functions collaborate, but if sales staff don arrive up to speed about product-development, or R&D personnel lack a window in to market reactions, ideas for innovations may never emerge (Nonaka & Takeuchi, 1995). These issues can be ameliorated with knowledge mapping, which makes visible linkages between seemingly unrelated knowledge areas to provide easier access to the appropriate people, documents and ideas needed to advance projects.

2.2 Lack of Employee Retention

I wrote a piece about his post called When Employees Leave: Keep Knowledge Flowing (Fehlau, 2025/01/10) in which I shared that losing just one long term employee can cause a disproportionate knowledge loss. This risk is especially acute for SMEs: one person can be the only person who conducts (and understands) how to service a specialist machine, manage a client relationship, or do the last with a borderline regulatory framework. The organization becomes at risk for disruptions if this knowledge is not shared or recorded.

It makes such single points of failure visible — knowledge maps. If managers can represent graphically where specific knowledge lies and with what, they are also able to identify areas that risk suffering from a loss of this knowledge or as Peter Drucker put it: knowledge drain. From there, they can schedule cross-training, documentation or mentoring to lessen that risk. Mapping is, in itself, a quasi-dialogical process that invites conversation on the spatiality of knowledge and the access needed to it, thus disrupting power dynamics around knowledge (Edwards & Shaw, 2004).

Chapter 3: Why Should the Visualization Be Used: Knowledge Maps Concept

3.1 Humans as Visual Thinkers

Eppler (2006) explains that human beings tend to process visual data more rapidly and even more efficiently than strictly text information. This is why many of the fields have started using techniques like mind mapping, flowcharts, and infographics. Visualizing the non-obvious in knowledge management – a knowledge map at its most fundamental is just a structured visual diagram showing the key topics, documents or people relevant to, but not limited to a specific domain in such a way that you enable the viewer to quickly and clearly understand:

• What knowledge exists
• Who possesses or maintains it
• The relationship between different pieces of knowledge
• Where the key gaps or bottlenecks are

A conventional knowledge map would resemble a graph, with nodes representing knowledge subjects (say, “Design of Product A,” “market knowledge,” “regulatory requirements,” “customer service rules”) connected by lines or arrows indicating connections (for example, “person X knows Design of Product A,” “document Y provides information on the compliance process,” or “knowledge from R&D enters a stream for marketing”). This shows in the map, which, by articulating these links, becomes a compass that directs employees to the appropriate source or person.

3.2 A Tool for SMEs

Knowledge mapping has frequently been employed as a part of KM strategies at the enterprise level (Dalkir, 2017; Evans et al., 2011) in large organizations. But perhaps especially for SMEs, since they are not in the position financially to afford inefficiencies or duplication of effort. In a small company, a knowledge map can serve as a “big-picture” guide, so that everyone knows where to check or who to ask for certain knowledge. It makes the new hires get onboard fast, as they easily look for the aid they require (Fehlau, 2025/02/27). And it also helps with business as usual: instead of sending a mass email or searching through ancient folders, employees can turn to the map to find existing knowledge.

I presented in Knowledge Management as a Competitive Advantage for SMEs: From an Obligation to an Opportunity (Fehlau, 2025/02/27) that systematic KM is a strategic lever to pursue for small businesses instead of a burden. The same principle applies to knowledge maps: they are a little make-work to construct and maintain, but the return—better collaboration, less cost in solving problems, and lower risk—can be substantial.

Chapter 4: More Formal Definition of Knowledge Maps

4.1 Academic Definitions and Characteristics

Academic literature uses the term knowledge map to refer to a visual representation of the knowledge assets of an organization such as explicit knowledge (documents and databases) but also tacit knowledge (such as the expertise and know-how hidden in the heads of employees) [1, 2]. The goal is to illustrate how those assets link together and make them more accessible. According to MaxwellSci. According to an online repository which includes multiple studies focused on KM (www.knowledge-map.com), knowledge maps usually answer three basic questions:

• How To Identify Knowledge Areas That Are Important to the Organization?
• For each knowledge area, where does it reside (who is holding it, what documents store it)?
• And how do these flow between knowledge areas for people, processes or departments?

Knowledge map can take different formats like hierarchical diagrams, spider charts or node-link diagrams. Others even make process-based maps that illustrate what knowledge is needed at what step of a workflow (e.g. product development from conceptualization to market launch). Some build "expertise maps" to showcase position and expertise within the organization. What they have in common is that they all aim to make knowledge in the organisation visible and accessible.

4.2 Useful Kinds of Knowledge Mappable

There are four common broad categories:

• Specialty Knowledge: Maps that illustrate who has unique knowledge on specific topics. So perhaps a diagram that shows “Machine Maintenance” relates to “Chris,” and “Regulatory Compliance” relates to “Pat” etc.
• Knowledge Source Maps: Addresses where knowledge is stored; whether it be in shared drives, wikis, Nextcloud instances[1], or other repositories (Fehlau, 2025/02/25).
• Process Knowledge Maps: Show the Knowledge Inputs and Outputs of each critical process step. Example: A New Product Introduction map might show what document, what prototype, what experts are needed at each step.
• Link Map: These visualize how ideas/concepts connect to one another — useful in R&D or strategy for understanding the links between different theoretical or market insights.

In real practice, SMEs may overlap portions of these categories in a single map since they cannot afford to create more than one map with having so little resources. The trick is identifying what areas of knowledge are most important and visualizing in a way which is simple to digest and act on.

4.3 Benefits of Knowledge Mapping

A number of advantages of knowledge mapping on performance have been rozponawane by researchers:

• Better Discoverability: Employees know where to go and who to ask. Thus can decrease search time for information (APQC, 2019).
• Support for Risk Mitigation: Understanding single points of failure or areas that might be large without documentation can enable an organization to plan for turnover or disruptions (Edwards & Shaw, 2004).
• Support for Strategic Decisions: The senior management can identify the organization's knowledge assets in relation to their strengths and weaknesses (Nonaka & Takeuchi, 1995).
• Faster Onboarding and Collaboration: New hires find people to answer questions easily, and cross-functional teams easily see what knowledge resources they have and how they are connected (Fehlau, 2025/02/27)

However, knowledge maps will not be able to hold a lot of skill or the actual contents of scored documents; rather, they show the location of knowledge only. They should also be updated in order to maintain accuracy. Knowledge maps are a gateway to knowledge, but they are not a full knowledge base in and of themselves.

Chapter 5: Example Illustration: A Very Simple Knowledge Map

Consider this scenario: there is a consultancy with only 15 people. They draw up a plan for maptimize their knowledge assets for three streams: PMM, CO, and MR. Create node — Project Management Methodology. Then they link it to:

• SharePoint PMM Guidelines Document
• Alice, the resident guru at her company on agile project management.
• Bob — contributed to the PMM guide, and is waterfall-oriented.

They do the same for “Client Onboarding,” adding a link to an onboarding checklist in Nextcloud, along with two team members that are usually responsible for keeping in touch with new clients. And most importantly, they map “Market Research” to a database of competitor analyses, and they map Market Research to Carol, who has significant domain knowledge around the industry.

From this very simple map, the team can spot a risk straight away; only Alice and Bob are listed as PMM experts and no one else. Though they also realize how the Market Research database has extensive reachability, only Carol knows it intimately. Recognizing this, they choose to cross-train one more person on PMM, and have Carol put together short training videos on how to utilize the Market Research database. This can thus directly impact their KM actions owing to the knowledge map.

Chapter 6: Setting the Legal and Ethical Scene: Data Protection, IP and Compliance

6.1 Personal Data and Privacy

In a knowledge map, SMEs tend to put names of the employee, job role and areas of expertise. Privacy regulations likely classify such identities as personal data under data protection laws such as the General Data Protection Regulation (GDPR) in the European Union (Voigt & Von dem Bussche, 2017). Although professional role data is usually less sensitive than personal data (e.g. health or financial records), companies should at least be sure that employees are aware of how their expertise data is used internally. If the knowledge map goes beyond the local team, it is good practice to have explicit or implicit consent for naming someone as having expertise in a specific field.

Additionally, where a knowledge map references performance data or any information that could be considered personal information, the organization must treat this information in a secure manner and ensure only those who are authorized to access it do so. Although knowledge maps are typically a tool for internal use, if any portion should be made publicly available (for example, placed on a corporate website to present expertise), then extra care must be taken due to privacy laws (Harvey & Voss, 2017: 1504).

6.2 Confidential Information and Intellectual Property

Knowledge maps may contain information about trade secrets, proprietary processes and proprietary product disclosure. These maps should be treated by SMEs as confidential documents. In many jurisdictions, trade secret protection requires the information to be the subject of a reasonable attempt to keep it secret (WIPO, 2020). If the knowledge map describes R&D knowledge that is highly confidential or proprietary algorithms, the knowledge map should be hidden (e.g. be published only in an access-controlled repository) and not publicly released.

In my contribution to Standards and Legal Requirements in Knowledge Management (Fehlau, 2025/03/04), I illustrate which benefits unfold from systematic documentation and controls regarding knowledge access in relation to compliance with standards, like for example ISO 30401 (Knowledge Management Systems) or ISO 9001 (Quality Management). Knowledge mapping, when managed and permissions set according to roles, is a way to indicate compliance with these standards since it highlights how critical knowledge should be identified, secured and maintained.

6.3 Accuracy and Liability

Knowledge maps need to remain accurate. If one of those maps wrongly labels a person as an expert in a relevant field, the organization could end up making inaccurate diagnoses. Although it may not be a legal liability issue, inaccurate representations could result in internal confusion or errors in assigning projects. This works hand-in-hand with best practices like version control (such as calling the map “Q2 2025 Update”) and assigning an owner who periodically reviews and refreshes entries in the knowledge map.

Chapter 7: Knowledge Maps in SMEs – Action Guidelines for Their Creation and Use

7.1 Step 1: Perform a Knowledge Audit

Identify which areas of knowledge are vital for the success of an SME as the first step. It can be done by asking department heads, conducting employee surveys, or analyzing strategic documents. This aims to help find the most valuable areas, for example product knowledge, client engagement, major procedures, or compliance with regulations. A brief “knowledge audit” guarantees that the resulting map incorporates the actual knowledge requirements of the organization (Dalkir, 2017).

For a deeper primer on auditing, see my article: Process Documentation — A Treasure Trove for Knowledge Management (Fehlau, 2025/01/21) on how processes mapped systematically can hide dependencies. That article addresses documentation, but the idea of consistently tracking knowledge resources is the same.

7.2 Step 2: Select Method to Map and Tools

SMEs can begin with basic, cost-effective approaches. For instance:

• Whiteboard or Sticky Notes: Write down knowledge areas on separate sticky notes, stick them on a board, and connect them with arrows to show how they relate. Use Notizen einer bestimmten Farbe für Personen, einer anderen Farbe für Dokumente und eine dritte Farbe für Prozesse.
• Mind-Mapping Software: Tools such as XMind, MindMeister, or Miro are intuitive to use and offer real-time collaboration. They can be exported for sharing with coworkers.
• Flowchart/Diagram Tools: Microsoft Visio, Draw.io — or Lucidchart — allow you to draw more formal diagrams, where shapes represent different elements of knowledge.

Include a legend or key for the symbols used. For example, a circle for knowledge topics, a square for people, and a triangle for documents. Arrows, meanwhile, can show the flow of knowledge (e.g. from R&D to marketing). Keep the initial structure simple so that users can update and consult the map easily (Eppler, 2006).

7.3 Step 3: Load the Map with Data

Start with an audit of your knowledge areas, listing each one that you chose to identify. For each area, determine:

• The parties that own or contribute to this knowledge (individuals, teams, etc.) and any external partners.
• The repository for the knowledge (documents, wikis, Nextcloud, etc.).
• The flow of knowledge between roles or processes. For example, does it start in product design and then go to marketing?

Conduct quick interviews or mini-workshops to elicit this information. Create an environment in which employees can speak up about knowledge gaps or bottlenecks. In these sessions, people frequently come to realize that there is a dependence on one person for a specific area or that important documentation is stored in non-obvious folders (Edwards & Shaw, 2004).

7.4 Step 4: Validate & Refine the Draft Map

After drafting your governance scoping document, circulate it to relevant stakeholders to validate its accuracy. This can be as simple as a meeting where the map is displayed (e.g., pinned up or projected). Ask questions like:

• Have we left out some significant subjects?
• Is anyone else proficient in these areas?
• Did we miss unseen rivers of knowledge?
• What other documents should be established?

This step is vital for achieving organizational buy-in. Involving employees in reviewing the map also creates shared ownership, increasing the likelihood that the map will be used and maintained.

7.5 Step 5: Examine and Respond to the Results

A knowledge map is not an end in itself; it is a diagnostic tool that seeks to expose strengths and weaknesses—opportunities and gaps—in your knowledge ecosystem. Look for:

• Spoofings: Where only one person knows how to run the project. Schedule cross-training or documentation.
• Knowledge Gaps: Subjects that are uncovered by the absence of documents or specialists. Determine how to acquire or develop the missing knowledge.
• Redundant Work: Areas where several teams or individuals duplicate efforts without knowing about each other. Look for ways to collaborate and avoid duplicating work.
• Possible Combination: Knowledge clusters that, if combined, could yield valuable insights or innovation.

Leverage these insights in an action plan. In the chapter The Building Block Model of Probst: Investing in a System of Managing Knowledge (Fehlau, 2025/01/11), I describe continuous improvement loops that can be incorporated into a KM system. Once you identify the gaps, you can methodically close them, update the map, and repeat the process. The knowledge map then serves as a baseline for these loops.

7.6 Knowledge Maps Embedded in the Daily Routine

A knowledge map must be embedded in everyday operations or it will become outdated. This might include:

• Onboarding: Newcomers access the map to identify whom to approach for specific knowledge.
• Project Kickoff Meetings: Use the map to find people who should be involved.
• Performance Reviews: Reference the map to outline what makes an employee unique and identify areas for professional improvement.
• Cross-Functional Collaboration: Urge employees to consult the map before starting new projects or tasks, to determine whether relevant knowledge or expertise already exists.

Integrating the knowledge map into existing workflows helps prevent the common pitfall of a map that is initially useful but ultimately underused due to daily operational pressures.

Chapter 8: Critical Reflection and Best Practices

8.1 Simple and Complex at the Same Time

Eppler (2006) explains the challenge of achieving a good level of detail while maintaining usability. A map that covers everything will soon be bloated, while an overly simplified map may lack essential details, such as distinguishing between entry-level and advanced knowledge. The best practice is to aim for moderate granularity on the most critical knowledge areas. Where deeper explanation is needed, consider mapping sub-areas or documenting the domain in additional materials.

8.2 Keeping the Map Alive

Maintaining a knowledge map requires discipline. After the initial phase of excitement, some organizations notice that employees stop referring to the map. To prevent this:

• Use It in Business As Usual: Integrate the map into new project kickoffs, staff meetings, or onboarding sessions.
• Designate a Responsible Owner or Team: Ensure the map stays up to date and that its use is promoted.
• Share Successes: If the map solves a problem or prevents duplicated effort, communicate this success across the organization to reinforce its value.

8.3 Cultural Considerations

Hidden knowledge or a single point of failure can be perceived as a threat to job security. Knowledge mapping may uncover these issues, so managers should present the exercise as beneficial to the entire organization rather than as a means of singling out individuals. In fact, an employee with unique expertise can be recognized as a coach or trainer, thereby enhancing their standing within the company (Nonaka & Takeuchi, 1995).

8.4 Potential Pitfalls

• Lack of Stakeholder Participation: If employees are not involved in creating the map, they are less likely to trust or use it.
• Overreliance on the Map: The map shows who knows what but does not replace the need for active knowledge transfer or training sessions. It should be seen as the starting point rather than the final solution.
• Security Issues: If confidential details are present, the map must be secured properly. Otherwise, external stakeholders or competitors could gain access to sensitive information.

8.5 Case Studies of Triumph and Blunder

A software development SME once used a knowledge map to reduce onboarding time for new joiners by 40%. New developers used the map to find relevant code repositories, learn who authored the code, and understand how it related to client needs. According to a local case study (Edwards & Shaw, 2004), continuous updates and high staff engagement were key to the map’s success.

In contrast, another company created an attractive knowledge map that was never updated. A year later, new hires found that many listed experts had either left or changed roles, rendering the map obsolete. Consequently, employees stopped using it and the project was abandoned. The takeaway is simple: a knowledge map is only effective as long as it remains current and accurately reflects the organization (source: Dalkir, 2017).

Chapter 9: Outlook: Knowledge Maps and Emerging Tech

As AI is rapidly being adopted, the future of knowledge mapping may involve greater automation. For example, sophisticated algorithms could analyze internal documents and communications to discern relationships between subjects, specialists, and initiatives, and then create or refresh sections of the knowledge map automatically. While larger enterprises have seen some success with AI-driven knowledge graphs (Stenmark, 2002), this technology is still too costly or complex for many SMEs.

However, the human element remains essential. Automatic pattern recognition can be useful, but it cannot differentiate subtle nuances or fully understand organizational culture. Thus, even as AI tools advance, SME engagement will need to balance automation with human oversight.

Chapter 10: Bringing the Pieces Together for a Sustainable Knowledge Management Position

Knowledge mapping is a pragmatic, visual technique for locating, organizing, and linking the knowledge that matters within an organization. A knowledge map transforms a vague abstraction of organizational knowledge into a navigable resource by showing which areas exist, who owns them, and how they relate. This process helps prevent the loss of important knowledge when employees leave and reduces inefficiencies caused by knowledge silos, ultimately enabling more informed decision making and improved collaboration.

A knowledge map is not merely a document created once to remind you of your organization’s value; it is the result of a systematic effort. Perform a quick knowledge audit, choose a mapping tool, fill the map with data, review it with relevant stakeholders, and maintain it as the organization grows. When done properly, the process yields not only practical documentation but also fosters discussions that help overcome silos and clarify the key drivers of intellectual capital.

The reward for SMEs, which often face resource constraints, can be formidable. A well-maintained knowledge map serves as a practical go-to resource for onboarding, cross-training, strategic planning, and day-to-day problem solving. Combined with other KM practices (e.g., the CODE framework for acquiring and articulating knowledge [Fehlau, 2025/03/06]; the PARA method for organizing information [Fehlau, 2025/02/18]), it can help build a robust, sustainable KM ecosystem. Moreover, as long as privacy and confidentiality are managed appropriately, such maps support compliance with legal requirements and international standards.

Simply put, a knowledge map acts as a mirror to the collective mind of SMEs. It reveals not only where the gaps and opportunities lie but also what the organization actually knows. This reflection is invaluable when regularly engaged with. Treated as a living tool—shaping everything from daily workflows to long-term planning—a knowledge map becomes a powerful enabler for a more connected, resilient, and innovative enterprise.

References

• APQC. (2019). Knowledge Management Priorities Data. Houston: APQC.
• Dalkir, K. (2017). Knowledge Management in Theory and Practice (3rd ed.). MIT Press.
• Edwards, J. S., & Shaw, D. (2004). Building knowledge management systems to support knowledge sharing in a local government office. Proceedings of the 37th Hawaii International Conference on System Sciences (HICSS), IEEE.
• Eppler, M. J. (2006). A comparison between concept maps, mind maps, conceptual diagrams, and visual metaphors as complementary tools for knowledge construction and sharing. Information Visualization, 5(3), 202–210.
• Fehlau, U. (2025/01/10). When Employees Depart: Keep Knowledge Flowing. Retrieved from https://fehlau.de/2025/01/10/when-employees-depart-keep-knowledge-flowing/
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• Fehlau, U. (2025/02/11). The Building Block Model of Probst: Managing Knowledge Systematically. Retrieved from https://fehlau.de/2025/02/11/the-building-block-model-of-probst-managing-knowledge-systematically/
• Fehlau, U. (2025/02/18). The PARA Method: Organizing Knowledge Effectively in Enterprises. Retrieved from https://fehlau.de/2025/02/18/the-para-method-organizing-knowledge-effectively-in-enterprises/
• Fehlau, U. (2025/02/25). Securing a Nextcloud Enterprise Knowledge Base. Retrieved from https://fehlau.de/2025/02/25/securing-a-nextcloud-enterprise-knowledge-base/
• Fehlau, U. (2025/02/27). Knowledge Management as a Competitive Advantage for SMEs: From Obligation to Opportunity. Retrieved from https://fehlau.de/2025/02/27/knowledge-management-as-a-competitive-advantage-for-smes-from-obligation-to-opportunity/
• Fehlau, U. (2025/03/04). Standards and Legal Requirements in Knowledge Management. Retrieved from https://fehlau.de/2025/03/04/standards-and-legal-requirements-in-knowledge-management/
• Fehlau, U. (2025/03/06). Reinventing Knowledge Management for the New Digital Age. Retrieved from https://fehlau.de/2025/03/06/reinventing-knowledge-management-for-the-new-digital-age/
• Nonaka, I., & Takeuchi, H. (1995). The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation. Oxford University Press.
• Stenmark, D. (2002). Information vs. knowledge: The role of intranets in knowledge management. Proceedings of the 35th Hawaii International Conference on System Sciences (HICSS), IEEE.
• Voigt, P., & Von dem Bussche, A. (2017). The EU General Data Protection Regulation (GDPR): A Practical Guide. Springer.
• WIPO. (2020). What is a Trade Secret?. World Intellectual Property Organization. Retrieved from https://www.wipo.int/tradesecrets/en/

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