Technological advances are transforming the nature and importance of the organization's knowledge assets--intellectual property, software, data, technological expertise, organizational know-how, and other intellectual resources. The value of the global knowledge management market was around $2 billion in 2016 and is expected to exceed $1.2 trillion by 2025, according to Zion Market Research. At this worth, organizations should want to know if their knowledge assets are safeguarded.
Knowledge assets are vulnerable to loss and can be compromised by internal and external sources. In a 2018 study from the Ponemon Institute and Kilpatrick Townsend & Stockton, 82% of respondents acknowledged that their companies very likely failed to detect a breach involving knowledge assets, up from 74% in 2016. Often, audit of knowledge assets is limited to assessing risks, controls, and value derived from the technologies used in their processing (knowledge flow) and and the digital records maintained that focus on effective document management. This is only a part of knowledge management auditing in the true sense. It does not get to the core issues of the effectiveness of their protection, how they promote business objectives, and the new opportunities they exploit. What has been missing is a structured approach to assess the interplay between strategic and operational risks and controls in enterprisewide knowledge assets management. Unfortunately, there are no comprehensive professional guidelines to assess the adequacy of risks confronting knowledge assets, particularly living knowledge assets held by individuals. Internal auditors must adapt to the evolving risk landscape in knowledge management by reorienting their methodologies and practices to recognize the role of knowledge assets in achieving business objectives.
LOOK FOR RISK INDICATORS
With disruptive technologies at the forefront, knowledge management tends to be a high-risk activity for most organizations. Risks to knowledge assets are any loss that may decrease the potential to effectively pursue an organization's business objectives. Key risk indicators in a typical knowledge-based organization include uncertainties about critical knowledge needs, potential business opportunities lost in their absence, and their impact on business objectives. Other indicators may be process related, such as multiple repositories of information in IT-based systems such as an intranet, collaboration platform, or...