POKM Model


The FrankieKnowledge Practice of Knowledge Management (POKM) Model was conceptualised by FRANKIE in 1996. Over the last 20 years, more than 1000 organisations from 23 countries have benefited from this Model.


The FrankieKnowledge POKM Model 


Working Definition


Breakthrough Performance refers to Highly Significant Performance that is achieved through Focused, Concentrated, Consistent and Synergistic Efforts.

This suggests that Breakthrough Performance is about getting Beyond the Standard, Normal or Usual Performance level. It is really about ensuring that the Desired Outcomes are More Outstanding and Obviously More Superior than past achievements, patterns and trends 

For instance, Breakthrough Performance can be measured and demonstrated by the AMOUNT of SIGNIFICANT and QUANTITATIVE IMPROVEMENTS in 1| Revenue Value, 2| Sales Volume, 3| Customer Acquisition, 4| Service levels, 5| Service Responsiveness, 6| Service Consistency, 7| Product Innovation, 8| Promotion Campaigns, 9| Project Leadership and Management, 10| Cost Management and Reduction, 11| Technical Excellence, 12| Quality Management, 13| Health and Safety, 14| Process Reengineering, 15|Logistics and Distribution Time, 16| Talent Retention and Development, 17| Deadline Achievements and 18| related Breakthrough Performance Indicators

To really achieve Breakthrough Performance, especially in challenging times, the talents must be equipped with Highly Crucial Capabilities required to systematically manage the desired Critical Knowledge

To be very specific, there is a Direct Correlation between the capabilities to manage Critical Knowledge and achieving Breakthrough Performance



To be very specific, Breakthrough Performance must be MEASURABLE and the amount of Significant Improvements (over a specific period of time) must be QUANTIFIABLE (for example, in statistical units, in percentage or related Breakthrough Perf. Measurement Indicators) Some Key Illustrations of Measurable Breakthrough Perf. Outcomes are listed below- 


Performance Areas in 2016
Key Measurable
Performance Outcomes
                     in  2016
  • To achieve revenue of 5 million per month in 2016

  • To increase revenue by 50%, that is from RM 100 million in 2015 to  RM 150 million in 2016


  • To achieve sales volume of 100 units of product X every quarter in 2016

  • To increase sales volume of product X to 100 units in Quarter 1 of 2016 from 75 units in Quarter 1 of 2015
  • To acquire a total of 24 new corporate clients in 2016 with a minimum order of RM 100,000 (per corporate client in 2016)

  • To increase the total number of new corporate clients to 24 in 2016 from the total number of new corporate clients of 12 acquired in 2015

  • To ensure that in 2016, the  Key Account Management Team retains 80% of all the new corporate clients acquired in 2015
  • To ensure that in 2016, 50% of all the new corporate clients acquired in 2015 recommend at least 1 new corporate client to the company



  • To improve  customer response time to 2 hours by 30th June 2016 from the existing customer response time of 3 hours as at 29th February 2016 

  • To pick up 100% of all incoming calls daily within 3 rings with effect from 1st of April 2016 

  • To reduce the number of written complaints relating to – “wrong information sharing” from the minimum number of 5 per month as at 31st of December 2015 to a maximum of 1 written complaint per month with effect from 1st of July 2016
  • To ensure zero mistake when explaining the 6 Key features, 6 key advantages and 3 key benefits of product X with effect from 1st June 2016
  • To complete 100% of all the projects in 2016
    4 weeks ahead of the official deadline/schedule

  • To achieve minimum 20% total cost savings in 100% of all the projects carried out in 2016  
  • To achieve zero repeated mistake in the
    Operations department in 2016
  • To reduce the total cost of re-work in the Production department by 30% in 2016 based on the total cost of re-work incurred in 2015

  • To reduce the total overtime payment by 25% every month in the Finance and Administration department in 2016 compared with the corresponding monthly overtime payment in 2015

  • To ensure that in 2016,the company retains 90% of all Managers and Executives that are classified as Key Talents based on the Performance Evaluation results established as at 31st December 2015
  • To ensure that during the 2016 year-end performance evaluation, 95% of all the Key Talents in the “Official 2016 Key Talents Pool” achieve the Breakthrough Performance Score of 5 and above based on the company performance Rating Scheme of “1 to 6″




The Practice of Knowledge Management (POKM) is about developing 8 Highly Focused Capabilities of a Talent to systematically manage Critical Knowledge leading to the achievement of Sustainable Breakthrough Performance.

In the context of this working definition, the word, –Capabilitiesrefers to –
1| equipping the talent withKey Abilities and Skills” required to systematically manage Critical Knowledge [immediate focus] and
2| the talent’s “Capacity and Potential” for further enhancement [near future focus]

The 8 Highly Focused Capabilities required to systematically manage critical knowledge are, – 1| Knowledge Identification, 2| Knowledge Acquisition, 3| Knowledge Application, 4| Knowledge Sharing, 5| Knowledge Development, 6| Knowledge Innovation, 7| Knowledge Preservation and 8| Knowledge Measurement.

The consistent application and internalisation of these 8 Highly Focused Capabilities will progressively transform the individual and the team to be More Self-driven, Pro-active, Collaborative and Innovative to secure and maintain Sustainable Breakthrough Performance by managing Critical Knowledge in this highly challenging Knowledge-based and Innovation-driven Economy


To INTENSIFY the Practice, CRITICAL FUNCITONS and PROJECT TEAMS must be selected to PIONEER the Practice of Knowledge Management, enabled by KNOWLEDGE TOOLS and guided by IMPLEMENTATION ACTION PLANS.

At this level, the Key Focus is to facilitate the selected Critical Functions and Project Teams to achieve the desired Breakthrough Performance by increasing OPERATIONAL EXCELLENCE, improving CUSTOMER RESPONSIVENESS and accelerating INNOVATION INTENSITY



In the long run, when more Critical Functions, Project Teams and Practising Communities begin to adopt the Practice of Knowledge Management, the company will gradually be transformed into a KNOWLEDGE-based and INNOVATION-driven Organisation. For this to really happen, a structured Roadmap must be formulated and implemented to guide the Organisational Transformation Process. Some companies may even establish their POKM CENTRES to drive this process

In addition, to “tangibilise” their efforts to build a STRONG KNOWLEDGE-enabling CULTURE to SUSTAIN and INNOVATE the POKM Journey, companies may put in place Knowledge-based and Innovation-driven PHYSICAL ARCHITECTURES


Physical Architectures

Physical Architectures conceptualised and designed by Frankie and his team 

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