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Knowledge Exchange at MSH
Chuck DickinsonManagement Sciences for
HealthJune 26, 2007
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(No Transcript)
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PRéMoMa MSHs new project in Senegal
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PRéMoMa MSHs new project in Senegal
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Context

• Founded in 1971
• Now ...annual revenues 100m (government /
  foundation funding)
• 10 12 projects (3-5 years) in 15-20 countries
  
• Specialists in a 6-8 technical areas e.g.,
• HIV-AIDS
• Malaria
• Pharmaceutical Management

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Need for Knowledge Management

• MSH is not a learning organization, too often
  the approach is to re-invent the wheel ...
  it must develop / institutionalize
  processes for capturing institution learning,
  making it accessible
  -- Big Deal Consultant (fall 2005)
• As an organization, we dont know what we know
  .. -- CEO (most
  of 2005 and 2006)
• A major topic area for an organization-wide
  Global Meeting (November, 2006)

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MSH FY07 Priorities

• Success in winning new business
• Excellence in project implementation
• Strong technical leadership knowledge
  exchange in core MSH areas

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Addressing the need for Knowledge Exchange

• Office of Communications Knowledge
  Exchange
• strategic communications (external)
• billable project work, learning, communications
• internal knowledge exchange
• Internal Communications Project develops
  overall strategy for knowledge exchange

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Knowledge Exchange Strategy

• People
• Channels
• Culture

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People

• Strengthen the training for new technical
  staff.
• Establish a mentoring and peer-to-peer support
  programs.
• Establish strategic practice areas with
  designated leadership and funding for each.
• Strengthen the PSL role for country programs.

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Channels

• Implement mechanisms for MSH staff to easily
  find internal and external expertise.
• Create more opportunities for face-to-face
  interactions across projects and technical
  areas.
• Use technology more effectively to create easily
  accessible channels for knowledge exchange.

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Culture

• Implement mechanisms to recognize knowledge
  exchange activities / behavior.
• Make knowledge exchange a factor in assessing the
  performance of technical staff.
• Maintain an organization focus on knowledge
  exchange monitor and evaluate the initiatives.

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Darkening Clouds on the Horizon

• Several large contracts end
• No significant new business increased
  competition, changes in federal funding
• Realization that MSH needs a new operating
  model greater country presence

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Lay-offs and Tough Choices

• Warnings there will be significant lay-offs
• Functional analysis what functions can you do
  at 70, 50 of your budget?
• 35 staff laid off at all levels of the
  organization ...
• How did knowledge exchange fare ....?

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Knowledge Exchange is expendable

• Office of Communications Knowledge
  Exchange
• strategic communications (external)
• billable project work using technology for
  learning, communications
• internal knowledge exchange
• New Intranet development put on hold
• Everything now focused on business development

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Moral(s) of the Story

• There are priorities ... and then there are
  priorities business development billable
  work
• Knowledge exchange was weakened by its location
  within a Communications group (and not with
  business units)
• KE Group didnt show results quickly enough
  knowledge exchange wasnt seen as absolutely
  essential by business units