Building a Knowledge-Centric Organization


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Organizations implementing knowledge strategies generally go through five stages: pre-implementation, implementation, reinvigoration, inculcation, and holistic. This presentation details steps ADB took in 2008–2011 to initiate, develop, standardize, optimize, and innovate knowledge management and learning.

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Building a Knowledge-Centric Organization

  1. 1. The views expressed in this presentation are the views of the author/s and do not necessarily reflect the views or policies of the Asian Development Bank, or its Board of Governors, or the governments they represent. ADB does not guarantee the accuracy of the data included in this presentation and accepts no responsibility for any consequence of their use. The countries listed in this presentation do not imply any view on ADB's part as to sovereignty or independent status or necessarily conform to ADB's terminology. Building a Knowledge- Centric Organization Olivier Serrat 2012
  2. 2. The Learning Organization A learning organization manages knowledge and innovates fast enough to survive and thrive in a rapidly changing environment. • Are built around people— their know-what, know-how, and know-why—and centered on human interaction and community building. • Encourage and support critical thinking. • Allow mistakes and value risk taking. • Highlight experience as the source of learning. • Generate and share knowledge for incorporation in day-to-day activities. Learning Organizations
  3. 3. What is Knowledge Management? Knowledge management is the explicit and systematic management of processes enabling vital individual and collective knowledge resources to be identified, created, stored, shared, and used for benefit. It is the fusion of information management and organizational learning. It is about providing the right knowledge to the right people at the right time, and helping them apply it in ways that improve organizational performance.
  4. 4. Core Knowledge Activities Core knowledge management activities should be aligned with the business processes of an organization. They should be balanced according to the specificities of each process. A knowledge management solution should not just focus on one or two core knowledge activities in isolation.
  5. 5. Five Levels of Knowledge Management Maturity The Most Admired Knowledge Enterprises (MAKE) Knowledge Management Implementation Model suggests that organizations leveraging knowledge strategies generally go through 5 stages: • Stage 1: Pre-Implementation • Stage 2: Implementation • Stage 3: Reinvigoration • Stage 4: Inculcation • Stage 5: Holistic In 2008, ADB fleshed out a knowledge-centric model based on the five step approach. This presentation illustrates what activities ADB undertook between 2008 and 2011 to simultaneously initiate, develop, standardize, optimize, and innovate knowledge management and learning.
  6. 6. Five Levels of Knowledge Management Maturity Extending & Sustaining Knowledge Management & Learning Full Implementation Pilots and Measures Change Management Information & Communication Technologies Organizational Design, Culture, & Learning Communities & Networks of Practice & Learning Alliances Awareness Strategy Target Areas Knowledge Taxonomy Benchmarking
  7. 7. Awareness • Websites • Publications • Blogs, Tweets, E-Mail Alerts • Podcasts • Multimedia Products Pre-Implementation: Initiate
  8. 8. Pre-Implementation: Initiate Strategy Enhancing Knowledge Management under Strategy 2020: Action Plan for 2009– 2011 delivered knowledge solutions and knowledge services from four strategic thrusts. Knowledge Management in ADB moved ADB to improve its organizational culture, management systems, business processes and information technology solutions, communities of practice, and learning and development mechanisms.
  9. 9. Target Areas Pre-Implementation: Initiate Sharpening the Knowledge Focus in ADB's Operations (Add value at regional, country, and project levels) Empowering the Communities of Practice (Collaborate for knowledge generation and sharing) Strengthening External Knowledge Partnerships (Align and leverage external knowledge) Further Enhancing Staff Learning and Skills Development (Enhance opportunities for staff to learn)
  10. 10. Knowledge Taxonomy Pre-Implementation: Initiate A Study of ADB's Knowledge Taxonomy The study explored, recommended, and drew implications from a classification of knowledge products and services that would improve ADB's organizational efficiency.
  11. 11. Benchmarking Pre-Implementation: Initiate Study of Information on Knowledge Management and Communication in CPSs, RRPs, and TA Reports The study aimed to ascertain the degree to which information on knowledge management and communication is represented in country partnership strategies, reports and recommendations of the President, and technical assistance reports. Survey of Audiences of the Knowledge Management and Learning Web Pages The survey aimed to further improve the Knowledge Management and Learning web pages and ascertain the usefulness of online products.
  12. 12. Benchmarking Pre-Implementation: Initiate Learning for Change Survey The survey aimed to examine organizational learning against the four subsystems of a learning organization: (i) organization; (ii) people; (iii) knowledge; and (iv) technology. It set benchmarks for deeper understanding of progress toward creating and sustaining a learning organization.
  13. 13. Benchmarking Pre-Implementation: Initiate Survey of Demand for ADB Knowledge Products Through Resident and Regional Missions The survey aimed to ascertain what ADB knowledge products in-country audiences request from Resident and Regional Missions, specifically (i) what knowledge products are being sought and how often; (ii) which parties seek them and in what format; and (iii) whether Resident and Regional Missions are able to meet in- country demand. ADB Perceptions Surveys This triennial survey aims to gauge stakeholders' perceptions of ADB's mission. It canvasses 900 opinion leaders in 31 member countries, drawn from a broad cross section of stakeholders in government, media, civil society, academia, the private sector, and development partners.
  14. 14. Information and Communication Technologies Implementation: Develop
  15. 15. Information and Communication Technologies Implementation: Develop
  16. 16. Information and Communication Technologies Implementation: Develop
  17. 17. Information and Communication Technologies Implementation: Develop
  18. 18. Information and Communication Technologies Implementation: Develop
  19. 19. Organizational Design, Culture, and Learning Implementation: Develop Handle with Knowledge Flash Animations Ten Flash learning modules aimed to capture the essential concepts of Knowledge Solutions referred to in the Knowledge Management and Learning Series. Knowledge Management and Learning Series The series aimed to reinforce the ability of staff, particularly those in operations, to understand the principles and practice of individual and collective learning and strengthen performance within that conceptual framework.
  20. 20. Organizational Design, Culture, and Learning Implementation: Develop Learning for Change Primers Six primers aimed to raise in-house awareness of and capacity in (i) leveraging knowledge with ICT; (ii) communities of practice; (iii) knowledge management and learning essentials; (iv) managing knowledge at work; (v) building a learning organization; and (vi) designing knowledge partnerships better. Roles and Functions for Knowledge Management Coordination Rationalized roles and functions were proposed for knowledge management coordination.
  21. 21. Communities and Networks of Practice and Learning Alliances Implementation: Develop RSDD Aggregator The i.promtp.u alert gathered and consolidated CoP knowledge products, news, and events in a single-entry platform. Annual and Triennial Sector and Thematic Reports Highlights of sector and thematic reports were posted on and through the CoP tab in MyADB.
  22. 22. Communities and Networks of Practice and Learning Alliances Implementation: Develop Guidelines for Knowledge Partnerships ADB's knowledge solutions must be enriched through internal learning from operational practice and external learning from long-term knowledge partnerships. The guidelines specified the essentials of designing knowledge partnerships for performance, articulated building blocks, and underscored success factors and special considerations.
  23. 23. Communities and Networks of Practice and Learning Alliances Implementation: Develop Enhance Internal and External Knowledge Partnerships Presentations on topical knowledge management and learning issues were organized for stakeholders and partners. Participation in international events was maintained to further establish and strengthen linkages with knowledge management practitioners worldwide.
  24. 24. Communities and Networks of Practice and Learning Alliances Implementation: Develop Management of Membership to The KNOW Network The KNOW Network offers individual members unlimited access to MAKE studies, the network's e-newsletter, best knowledge practices, proprietary databases, and digital library resources; and a link to knowledge management practitioners around the world.
  25. 25. Communities and Networks of Practice and Learning Alliances Implementation: Develop Global Knowledge Exchange Network Collaborated with the Global Knowledge Exchange social network sponsored by the Harvard Business School and the Copenhagen Business School.
  26. 26. Pilots and Measures Reinvigoration: Standardize Building Narrative Capacity in ADB Storytelling was leveraged as a tool to preserve ADB's institutional memory, and develop capacity in support of Enhancing Knowledge Management under Strategy 2020: Action Plan for 2009–2011 .
  27. 27. Pilots and Measures Reinvigoration: Standardize ADB Sustainable Development Timeline An anthology of videos, the evolving ADB Sustainable Development Timeline catalogs major sector and thematic landmarks in ADB's operations since 1966.
  28. 28. Pilots and Measures Reinvigoration: Standardize Generate Knowledge Showcases The series highlights innovative ideas from project and knowledge products to promote further discussion and research.
  29. 29. Change Management Reinvigoration: Standardize Survey of ADB-Hosted Communities of Practice The survey assessed the status of CoPs in ADB and recommended ways to enhance performance.
  30. 30. Change Management Reinvigoration: Standardize Most Admired Knowledge Enterprises Survey This annual global survey gauges perceptions of knowledge management benchmarked against eight MAKE knowledge performance dimensions. In ADB, the 2010 survey revealed that the organization had transitioned from Stage 2 (Implementation) to Stage 3 (Reinvigoration). In 2011, the survey showed that ADB had transitioned from Stage 3 (Reinvigoration) to Stage 4 (Inculcation). ADB was recognized as a 2011 Asian MAKE Winner at the 12th World Knowledge Forum held in Seoul in 2011. The following year, ADB was again selected as a 2012 Asian MAKE Winner.
  31. 31. Change Management Reinvigoration: Standardize Results-Driven Management Model Future State Current State Hear Understand Support Act Use Own Strong Personal Connection Intensifies
  32. 32. Full Implementation Inculcation: Optimize
  33. 33. Working in Teams As a Community Ask I ask questions. Inquiring minds are welcome here. We check first to see what already exists. We question accepted wisdom. Every Single One of Us Share I share personal details, roles, and skills. We share experience, evidence, and feedback. We share achievements, outcomes, and pride. Learn I contextualize learning to make it real. We connect and take opportunities to learn. We review lessons as we go and apply our learning. Committing to Learning
  34. 34. Leadership Technology Learning Organization Performance Today Performance Tomorrow The Promise of Knowledge Management and Learning
  35. 35. Further Reading • ADB. 2008. Strategy 2020: The Long-Term Strategic Framework of the Asian Development Bank, 2008–2020. Manila. Available: working-asia-and-pacific-free-poverty • ADB. 2008–. Knowledge Solutions. Manila. Available: • ADB. 2009. Enhancing Knowledge Management under Strategy 2020: Action Plan for 2009–2011. Manila. Available: plan-2009-2011
  36. 36. Further Reading • ADB. 2010. ADB: Reflections and Beyond. Manila. Available: • ADB. 2010. Crafting a Knowledge Management Results Framework. Manila. Available: results-framework • ADB. 2010. Compendium of Knowledge Solutions. Manila. Available: knowledge-solutions • ADB. 2010. Learning in Development. Manila. Available:
  37. 37. Further Reading • ADB. 2011. Guidelines for Knowledge Partnerships. Manila. Available: partnerships • ADB. 2012. Knowledge as Culture. Manila. Available: • ADB. 2012. Enhancing Knowledge Management Under Strategy 2020: Plan of Action for 2009–2011—Final Progress Report on Specific Activity Indicators. Manila. Available: management-under-strategy-2020-plan-of-action-for-2009- 2011-final-progress-report-on-specific-activity-indicators
  38. 38. Further Reading • ADB. 2012. Enhancing Knowledge Management Under Strategy 2020: Plan of Action for 2009–2011—Final Progress Report on Useful Results Indicators. Manila. Available: management-under-strategy-2020-plan-of-action-for-2009- 2011-final-progress-report-on-useful-results-indicators
  39. 39. Olivier Serrat Principal Knowledge Management Specialist Regional and Sustainable Development Department Asian Development Bank