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The Knowledge Bank: From Vision to Implementation

The Knowledge Bank: From Vision to Implementation. Knowledge Sharing Workshop UN System Staff College Geneva – November 6, 2003. Bruno Laporte - World Bank. The Knowledge Bank: From Vision to Implementation. Outline of Presentation Vision of a Knowledge Bank

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The Knowledge Bank: From Vision to Implementation

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  1. The Knowledge Bank: From Vision to Implementation Knowledge Sharing Workshop UN System Staff College Geneva – November 6, 2003 Bruno Laporte - World Bank

  2. The Knowledge Bank:From Vision to Implementation Outline of Presentation • Vision of a Knowledge Bank • Achievements in the last few years • What did we learned? • How are we doing? • Taking KS to the next level

  3. World Bank GroupMission Statement • To fight poverty with passion and professionalism for lasting results. • To help people help themselves and their environment by providing resources, sharing knowledge, building capacity, and forging partnerships in the public and private sectors. • To be an excellent institution able to attract, excite, and nurture diverse and committed staff with exceptional skills who know how to listen and learn.

  4. Vision of the Knowledge Bank through Economic and Sector Work research evaluation with our clients, partners and outside world… through learning from the outside world… with staff in the organization and learning our successes from failures and through products and services…

  5. Vision of the Knowledge Bank Past Present Staff Clients Sea of paper HelpDesk Knowledgemanager Relevant polices, guidelines, procedures Relevant bibliographyreference materials Most frequently asked questions Relevant best practice Electronic Knowledge Information isoften low quality andhard to find Best analytical tools, e.g. economic, financial analyses Country conditions, correspondence personae, issues Relevant knowledge is made available just-in-time Tacit Knowledge Most knowledgeable gurus on key issues Relevant country, sector data Most frequently made mistakes in the past Text of previous similar task outputs

  6. Knowledge SharingBusiness Case Business survival requires sharing knowledge • Speed: faster cycle times • Quality: better quality service • Innovation: testing new approaches • Costs: eliminating unnecessary processes Lending alone cannot achieve poverty reduction • Knowledge sharing brings new actors • Global access to development know-how could change the equation

  7. Knowledge Bank by James D. Wolfensohn

  8. Thematic Groups Knowledge SharingOrganization Task Teams and Thematic Groups Regions South Asia Africa East Asian& Pacific Central Asia Latin America & Caribbean Middle East and North America Sectors Task Teams Environment Human Development Private Sector & Infrastructure Operation Core Services Poverty Reduction

  9. Knowledge SharingPrograms • Thematic Groups (communities of practice) • Advisory Services (help desk facilities) • Sector Knowledge Collections (Web) • Sector Statistics - Project Databases - Directories • Debriefing (tacit knowledge download) • Indigenous Knowledge • Global Development Gateway • Development Forum - B-SPAN • Dissemination (formal/informal learning)

  10. Knowledge SharingCommunities of Practice • Organized by sector or across sectors • Support core Bank functions • Funded by Sector Boards and accountable to them • Rely extensively on knowledge partnerships • Use a broad range of technology Thematic Groups are the core pf the Bank Knowledge Management System. They have developed very fast over the last 5 years. There are now more than 100 Thematic Groups. throughout the Bank.

  11. Knowledge Sharing Practice University of Toronto ECA Region Retired DEC MNA Region Tax policy and administration Thematic Group Public expenditure review Mission Madagascar Indonesiafield office

  12. Knowledge SharingAdvisory Services • Central hub of Networks and other groupings • Human interface for Knowledge Sharing • A "one-stop shop" to respond to information needs on various development topics • Fast turn around, usually within 24-48 hours • Tracking system and knowledge reuse As one of the most successful Knowledge Management Initiatives, there are now 20 Helpdesks/Advisory Services throughout the Bank.

  13. The Knowledge Bank: Evolution

  14. The Knowledge Bank: Evolution 1996 1996-1997 1998-2000 2001-2002

  15. What did we learned?Leadership Like any change management agenda • Top executive with a vision as the primary sponsor • Change agents throughout the organization • Relentless communication • Walk the talk

  16. What did we learned?Communities The “heart and soul” of Knowledge Sharing • Building on informal networks • Identifying the right leaders • Supporting and nurturing communities • Integrating with core business processes • Balancing creativity and accountability

  17. What did we learned?Culture Combining formal and informal incentives • Formal evaluation/performance • Rewards/Awards for team work • Expos/Fairs, Innovation Marketplace • Stories underlying desired behavior

  18. What did we learned?Measurement Value added to the front lines • Client Satisfaction Surveys • Cost Benefit Analysis of Advisory Services • Knowledge Services Evaluation (OED) • Benchmarking Studies (APQC)

  19. 3.9 Knowledge about international best practice 3.7 Adaptation gap 3.5 Mean = 3.31 Client perception of Bank effectiveness 3.3 Incorporating knowledge and expertise available in your country Helping to bring practices Staff ’s ability to adapt their knowledge to 3.1 from the experience of country needs Respect for local other countries knowledge 2.9 Disseminating the results of Bank studies and analyses to those who need them most 2.7 4.3 4.4 3.7 3.8 3.9 4.0 4.1 4.2 4.5 4.6 Mean = 4.27 Importance of issue to client Source: Africa client surveys What did we learned?Global Knowledge,Local Adaptation

  20. How are we doing?External Benchmarking • Bank recognized as one the Most Admired Knowledge Enterprise (Know Network) in 2003, 2002, 2001, 2000 • Bank named as Best Practice Partner by American Productivity and Quality Center (APQC) • 2002 Using KM to Drive Innovation (along with 3M, Millennium Pharmaceuticals, NASA/JPL, Boeing/Rocketdyne) • 2001 Retaining Valuable Knowledge (along with Best Buy, Corning Inc., Northrop Grumman, Siemens AG, Xerox Connect) • 2000 Building and Sustaining Communities of Practice (along with Cap Gemini Ernst and Young, Daimler Chrysler, Ford, Schlumberger, Xerox Corporation)

  21. How are we doing?Internal Benchmarking – Staff Survey • “I am able to access the knowledge and information I need to do my job” ( from 72% in 1999 to 84% favorable in 2002) • "How do you rate the World Bank Group's delivery of global knowledge or best practices in the form of products and services that meet client needs?“ (64% favorable) • "I have adequate opportunities to learn new skills to do my job better", (66% favorable)

  22. How are we doing?OED Evaluation 2003 • The Bank’s efforts to improve development outcomes, by fully exploiting both the revolution in information technology and the Bank’s comparative advantage as a source and aggregator of development knowledge, are highly relevant to client needs, international development practices, and Bank interactions with its clients. The Bank has made good progress in establishing the tools and activities to support the knowledge initiative. But ….. • First, the Bank could do more to apply its knowledge-sharing tools directly to the Bank’s core business processes (direct support for task teams in their operational work). Second, Regional units, country teams and task managers could usefully develop a more strategic approach to the knowledge dimensions of the Bank’s service to its clients

  23. Taking KS to the next level Three inter-related dimensions: • Sharing knowledge within the Bank • Sharing knowledge with our clients • Learning from our clients and partners Emerging Priorities: • Ensuring accountability • Integrating Knowledge and Learning • Supporting Capacity Development

  24. Taking KS to the next level Knowledge Staff World Bank Institute Knowledge Learning Capacity Building Learning Clients

  25. Knowledge/Learning/Capacity Dev.Global Development Gateway http://www.developmentgateway.org

  26. Knowledge/Learning/Capacity Dev.Global Distance Learning Network http://www.gdln.org

  27. Latin American Urban Network Knowledge/Learning/Capacity Dev. Client communities of practice • Why: share knowledge on priority topics chosen by members; create a forum for solving local problems and learning on common issues. • Who: municipal staff located in 10 cities in Central American, Mexico, and the Caribbean. • How: regular F2F workshops, interactive website, online discussion. • Result: better policy awareness, formulation, and implementation.

  28. Knowledge/Learning/Capacity Dev.Client communities of practice http://ayudaurbana.com/index.htm

  29. Implications for Development Shift in Development Paradigm • Creating multiple knowledge flows • Empowering through access to knowledge • Developing communities of learners • Building strong knowledge partnerships

  30. Thank you for your interest Knowledge Sharingat the World Bank For more information: http://www.worldbank.org/ks/ksharing@worldbank.org

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