World Bank Knowledge Sharing Strategy

Transcription

1 Learning from The World Bank The World Bank Group works with government agencies, non-governmental organisations and private sector companies to formulate assisting strategies that support a broad range of programmes aimed at reducing poverty and improving living standards. In the fiscal year 2002 the institution provided more than US$ 19.5 million in loans to client countries 1 World Bank knowledge sharing strategy The strategy clearly articulated: - Why the organisations would share its know-how What the organisation would share With whom the organisation would share How the organisation would share its knowledge 2 Defining the KM strategy Deciding why:- Knowledge Management would enhance its organisational performance and therefore its global impact on poverty. 3

2 Defining the KM strategy One critical element:- Public commitment made by the CEO, James Wolfensohn, to build a Knowledge Bank This sheltered the organisation from lengthy discussions that typically surround the development of strategies in large organisations. John Wolfensohn 4 Defining the KM strategy Acting as a CKO, the Chief Executive Officer must install and implement rules that enable the application, distribution, and cultivation of knowledge. And by setting the example, the chief executive officer makes it difficult for anyone in the company to shirk their part of the KM initiative. Kluge et al (2001) Knowledge Unplugged: the McKinsey Company global survey on Knowledge Management,Palgrave, pg Deciding why to share This initiative was motivated by a decision to increase the speed and quality of service delivery lower the cost of operation by avoiding rework accelerate innovation widen the Bank partnerships to fight poverty. 6

3 Deciding what to share The programme was designed to share country and sector know-how global best practices research in the field of development. 7 KM strategy into action Key business driver KM efforts New products or services Strongly focused on research and product development 8 KM strategy into action Key business driver KM efforts Marketing Management of pricing knowledge Promotion knowledge Product location knowledge How to turn customer data into customer knowledge 9

4 Deciding with whom to share Staff at HQ and in the field Externally Clients, partners and stakeholders 10 Deciding with whom to share Aim To collect and make accessible the latest and best sector and country development knowledge that exists globally to allow operational staff to bring higher quality advice to their clients whilst saving time and cost Issues The logistics of collecting, synthesizing and authenticating the knowledge. 11 Deciding with whom to share Externally Issues Confidentiality of information given by clients and partners Copyright Protection of proprietary assets. 12

5 Thematic groups Help desk Technical clinics Intranet 13 Intranet Directory of expertise Direct access to development statistics Best practice library of past projects An on-line dialogue space On-line knowledge base External access for clients, partners and stakeholders. 14 Emphasising significance of knowledge sharing at recruitment Providing mentors to new recruits. 15

6 Externally Face to face Virtually, on the web Field missions Annual sector weeks 16 Organising KM Initially attached to IT group because focus was primarily on building a knowledge management system a repository of knowledge collections Thematic groups gained importance Attention shifted to connection i.e. connecting people for accelerating learning and bringing the benefits of knowledge sharing to operations Central KM unit moved to vice-presidency Operation Core 17 KM structure a small central unit with overall coordination and facilitation responsibilities operations managers in the networks and regions responsible for implementing the knowledge sharing programme thematic groups, supplemented by help desks the preferred instrument for sharing know-how a governance body with responsibility at corporate level for the overall KM policy formulation. 18

7 Providing a budget for knowledge sharing KM takes up 3% of annual World Bank administrative budget 10% (of 3%) technology 02% (of 3%) maintaining the central coordination unit 90% (of 3%) financing the thematic groups and helpdesk Measuring KM Performance in the World Bank 19