Institutional Dimensions of Knowledge

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The Knowledge Bank From Vision to
Implementation UNESCAP Bangkok - May 2005
Bruno Laporte
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The Knowledge Bank From Vision to
Implementation

• Outline of Presentation
• Vision of a Knowledge Bank
• Implementing the Knowledge Bank
• How Well are we Doing?
• What have we Learned?
• Challenges Ahead
• Concluding Remarks

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Vision of a Knowledge Bank

• We have been in the business of researching and
  disseminating the lessons of development for a
  long time. But the revolution in information
  technology increases the potential value of these
  efforts by vastly extending their reach. To
  capture this potential, we need to invest in the
  necessary systems, in Washington and worldwide,
  that will enhance our ability to gather
  development information and experience, and share
  it with our clients.

October 1996
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Vision of a Knowledge Bank
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Vision of a Knowledge Bank

• 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.

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Vision of a Knowledge Bank

• Improving the Banks operational quality and
  effectiveness through knowledge sharing and
  learning.
• Enhancing the sharing of knowledge with our
  clients and partners.
• Enhancing client capacity to access and make
  effective use of knowledge, whatever the source.

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Implementing the Knowledge Bank Main Features

• Strategy knowledge is at the core of the World
  Bank Group strategy
• People a focus on knowledge workers and
  knowledge communities
•      
• Culture a shift from individualistic to team
  oriented and based on knowledge sharing
• Accountability decentralized, knowledge
  managers in regions and networks, a small
  coordinating group
• Technology systems to capture, organize, and
  disseminate knowledge relevant to the Banks
  business, using appropriate technologies

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Implementing the Knowledge Bank Knowledge Bank
Activities - Internal
Facilitated K Transfer

• Debriefing/After Action Review
• Peer Learning
• Field Visits/Study Tours

tacit

• Sector Networks
• Thematic Groups
• Advisory Services
• DGroup dialogues

Networks CoPs
K

• Corporate Portal
• K Repository Image Bank
• Library of Learning Objects
• Video on demand Web casting
• Live Database
• Directory of Expertise

Self Service
explicit
lower
higher
Human Interaction
(Adapted from APQC)
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Implementing the Knowledge Bank Communities 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 of the Bank
Knowledge Management System. They have developed
very fast. There are now more than 80 Thematic
Groups, throughout the Bank.
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Implementing the Knowledge Bank Communities of
Practice
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Implementing the Knowledge Bank Advisory
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

25 Helpdesks/Advisory Services throughout the
Bank.
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Implementing the Knowledge Bank Capturing tacit
knowledge

• Capturing tacit knowledge from operational
  experiences.
• What was done, and how it was done.
• Video taping of narrative (story telling).
• Synthesis of themes in 2-5 minute video clips.

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Implementing the Knowledge Bank Expanding the
vision External KS

• Global Development Network
• Client Communities of Practitioners
• Indigenous Knowledge

Facilitating Knowledge Sharing among Clients
high
Client Input
Sharing Knowledge Externally with Clients/Partners

• Global Development Gateway
• Global Distance Learning Network
• Development Forum

• Sector Networks
• Thematic Groups
• Advisory Services

Sharing Knowledge Within the Bank
low
2005
Time
1996
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Implementing the Knowledge Bank Timeline
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How well are we doing?Staff Survey

• I am able to access the knowledge and
  information I need to do my job ( from 72 in
  1999 to 83 favorable in 2003)
• "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?
  (70 favorable in 2003)
• "I have adequate opportunities to learn new
  skills to do my job better" (65 favorable in
  2003)

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How well are we doing?External Benchmarking

• Bank recognized as one the Most Admired Knowledge
  Enterprise (Know Network) in 2004, 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)

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How well are we doing? Client Feedback
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How well are we doing?Evaluation Department (OED)

• The Banks efforts to improve development
  outcomes, by fully exploiting both the revolution
  in information technology and the Banks
  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 Banks
  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 Banks service
  to its clients

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What have we learned? Recognizing key role of
leadership

• Vision of a Knowledge Bank
• Strategic Compact agreed with the Board
• Challenging the organization internally
• Consistent communications
• Walking the talk
• Inspiring (the new frontier)

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What have we learned? Empowering Change agents

• Idea Practitioner (identify, package, advocate
  )
• Change Agents (test, modify and make things
  happen)
• Community Leaders (energize CoPs members, and
  provide incentives to early adopters)

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What have we learned? Nurturing Knowledge
Communities

• Connecting and Collecting
• Building on informal networks
• Identifying the right leaders
• Communicating success stories
• Integrating with core business processes
• Balancing creativity and accountability

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What have we learned? Focusing on the value
proposition

• Adding value to the front lines
• Demand driven, not supply driven
• Responding to specific problems
• Addressing knowledge gaps
• Becoming an integral part of the country strategy

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What have we learned? Changing behavior through
Incentives
Client Orientation Drive for Results Teamwork L
earning and Knowledge Sharing open to new ideas
shares own knowledge applies knowledge in daily
work builds partnerships for learning and
knowledge sharing.
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What have we learned? Communicating and
Recognizing

• Relentless communication
• Change packaging and marketing
• Early wins and success stories
• Celebrating achievements

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What have we learned? Understanding resistance
to change

• Lack of engagement of Senior/Middle Management
• Limited attention span the next priority
• Hiding behind jargon
• Sitting on the fence
• Silos mentality and lack of cooperation among
  units

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What have we learned? Allowing a flexible
governance structure

• Knowledge is part of everything the Bank does
• KS does not fit neatly in any organizational
  structure
• Governance needs to evolve flexibly
• Central Coordination Function is critical
• Ultimately KS needs to be mainstreamed

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What have we learned? Scaling up with Technology

• Global Satellite Communications Links connecting
  HQ and Country Offices
• Videoconferencing (satellites, ISDN, IP)
• Interactive TV (TV broadcasting by satellite and
  interaction via phone, fax, e-mail)
• Webonline learning applications (WebCT, Netg,
  Element, VLE)
• Webcastingweb-based video casting (Realserver)
• Online discussions and newsletters (Lyris)

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The Knowledge Bank in ActionChallenges ahead

• Internally
• Mainstreaming KS in Core Operational Processes
• Consolidating Knowledge and Learning
• Dealing with information overload
• Externally
• Knowledge Sharing for Capacity Development
• Scaling up through partner institutions, through
  cutting edge client knowledge sharing and
  learning processes, and through technology

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Challenges ahead Knowledge and Learning
Environment

• Governance for K L
• Establishment of Knowledge and Learning Board
• focus on small k and staff learning
• Budget
• Review of Knowledge Expenditure
• Accountability
• Developing KPIs for the KL
• Incorporate KL accountability into role of Team
  Leaders

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Challenges ahead Knowledge and Learning
Environment

• Knowledge Adoption and Adaptation
• Enhancing the ways in which teams can adapt and
  adopt KL in operations
• Improve ways in which lessons learned and good
  practices, including those from QAG and OED, are
  captured, disseminated and applied by operational
  teams.
• Support Systems
• Improved search (Search)
• Personalized portals (myWorld)
• Improved KL capture by teams (Operations
  Portal)
• Roll-out of real-time collaboration tools
  (Sametime)
• New Learning Management System and Learning
  Content Management System (LMS/LCMS)

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Challenges ahead Knowledge Sharing for Capacity
Development
Organizational Capacity
Skills of Individuals
Societal Capacity
WBI integrated with Country Operations
Global Development Learning Network Multimedia
Techniques and Technologies

• Learning Events

• Service Delivery Institutions
• Capacity Building Institution
• Cabinet members

• Global issues
• Knowledge Economy Governance Diagnostics

WBI delivers products and services with Partners
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Challenges ahead Knowledge Sharing for Capacity
Development
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Challenges ahead Knowledge Sharing for Capacity
Development
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Challenges ahead Knowledge Sharing for Capacity
Development

• Shanghai Global Conference and Learning allowed
  key development actors to share their experiences
  and policy lessons learned from poverty reduction
  initiatives around the world and potential for
  scaling up the emphasis was on South-to-South
  learning.
• More than 100 case studies from around the world
  were produced, analyzed, and peer reviewed
  through face-to-face events, e-discussions, and
  interactive videoconferences by a mix of
  practitioners, policymaker, and executives
• 20 global dialogues were designed to promote
  cross-border learning and the exchange of
  knowledge and practical experience were held by
  videoconference.
• 11 field visits to relevant case study sites
  enriched the learning process through interviews
  with experts, and dialogues with program
  beneficiaries and other stakeholders
• 400 media representatives attended, 200 print
  reports produced, and numerous radio/TV coverage
  provided the potential audience was in the
  hundreds of millions.

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The Knowledge Bank in Action Concluding Remarks

• A shift in Development Paradigm
• Creating multiple knowledge flows.
• Empowering through access to knowledge.
• Developing communities of learners.
• Building strong knowledge partnerships.

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The Knowledge Bank in Action Concluding Remarks

• KS does not happen simply because people
  recognize the importance. The goal is not simply
  collecting and sharing Information and knowledge.
  
• Transforming the way we work.
• Expanding the concept of team.
• Changing the organizational culture.
• Listening and Facilitating
• Learning to unlearn

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Thank you for your interest
For more information http//www.worldbank.org/ks
/