The Knowledge Management
Center in ADB
Olivier Serrat
2011
The views expressed in this presentation are the views of the a...
• In 2004, Knowledge Management in
ADB signaled ADB's intention to become
a learning organization.
The framework aims to (...
• Enhancing Knowledge Management
under Strategy 2020: Action Plan for
2009-2011 is a comprehensive set of
actions/outputs ...
Knowledge Management
Agenda
Sharpen the Knowledge Focus in ADB's Operations
(Add value at regional, country, and project l...
The Knowledge Management
Center
• The Knowledge Management Center was established in June 2004 pursuant
to the adoption of...
MANAGING DIRECTOR
GENERAL
ASIAN
DEVELOPMENT
BANK INSTITUTE
BUDGET, PERSONNEL,
AND MANAGEMENT
SYSTEMS DEPARTMENT/
BPDB Lear...
Staff Profiles
• A Principal Knowledge Management Specialist is the focal point for implementing
and monitoring the progre...
Key Result Areas
• Clarifying knowledge management and learning strategies: unremitting improvement
is inherent to any kno...
Knowledge Management
Results Framework
Planning Tools
• The Work Program and Budget Framework
consolidates the three-year work plans of offices
and departments t...
Reporting Systems
• The Development Effectiveness
Review is an annual report of
ADB's Management that assesses
the organiz...
Reporting Systems
• The Annual Report of the Board of Directors to the
Board of Governors reviews ADB's operations, projec...
Feedback Mechanisms
• Survey Tools gauge staff perceptions
on the progress of key initiatives of
ADB (e.g., webpages on kn...
The Experiential Learning Cycle
Knowledge
Practice
Experien
ce
Synthesis
and
Innovation
Dissemination
Uptake
The Knowledge Management
and Learning Practice
Future
State
Current
State
Hear
Understand
Support
Act
Use
Own
Strong
Personal
Connection
Intensifies
Results-Driven Manag...
Quick Response Codes
@ADB
@ADB Sustainable
Development Timeline
@Academia.edu
@LinkedIn
@ResearchGate
@Scholar
@SlideShare...
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The Knowledge Management Center in ADB

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The Knowledge Management Center facilitates knowledge management activities in ADB. It plays a critical role in introducing new knowledge management approaches, monitoring the progress of knowledge management plans, and reporting to ADB Management.

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The Knowledge Management Center in ADB

  1. 1. The Knowledge Management Center in ADB Olivier Serrat 2011 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.
  2. 2. • In 2004, Knowledge Management in ADB signaled ADB's intention to become a learning organization. The framework aims to (i) increase assimilation and dissemination of relevant, high-quality knowledge to developing member countries and other stakeholders, and (ii) enhance learning within ADB. • The long-term strategic framework for 2008-2020 (Strategy 2020) serves as ADB's corporate-wide planning document and gives ADB a more relevant and innovative role in shaping the Asia-Pacific region's future. Knowledge Management Agenda
  3. 3. • Enhancing Knowledge Management under Strategy 2020: Action Plan for 2009-2011 is a comprehensive set of actions/outputs designed to ensure that ADB's knowledge continues to expand, is practical and usable to its staff and developing member countries, and remains of the highest quality. • The Knowledge Management Results Framework operationalizes the action plan and monitors its implementation. It details actions/outputs to be delivered. Knowledge Management Agenda
  4. 4. Knowledge Management Agenda Sharpen the Knowledge Focus in ADB's Operations (Add value at regional, country, and project levels) Empower the Communities of Practice (Collaborate for knowledge generation and sharing) Strengthen External Knowledge Partnerships (Align and leverage external knowledge) Further Enhance Staff Learning and Skills Development (Enhance opportunities for staff to learn)
  5. 5. The Knowledge Management Center • The Knowledge Management Center was established in June 2004 pursuant to the adoption of ADB's Knowledge Management Framework. It is responsible for coordinating and monitoring all knowledge initiatives in ADB. • From July 2009 to July 2011, the Center delivered Enhancing Knowledge Management under Strategy 2020: Plan of Action (2009-2011) across four strategic thrusts: – Sharpening the knowledge focus in ADB's operations. – Empowering the communities of practice. – Strengthening external knowledge partnerships. – Further enhancing staff learning and skills development. • The Center routinely updated the Knowledge Management Results Framework to monitor progress under the action plan, integrate lessons into decisions, and report on performance.
  6. 6. MANAGING DIRECTOR GENERAL ASIAN DEVELOPMENT BANK INSTITUTE BUDGET, PERSONNEL, AND MANAGEMENT SYSTEMS DEPARTMENT/ BPDB Learning and Development OFFICE OF ADMINISTRATIVE SERVICES Information Resources and Services Unit OFFICE OF REGIONAL ECONOMIC INTEGRATION VICE-PRESIDENT (Knowledge Management and Sustainable Development) DEPARTMENT OF EXTERNAL RELATIONS REGIONAL AND SUSTAINABLE DEVELOPMENT DEPARTMENT PRESIDENT Knowledge Management Center VICE-PRESIDENT (Finance and Administration) ECONOMICS AND RESEARCH DEPARTMENT OFFICE OF INFORMATION SYSTEMS AND TECHNOLOGY Communities of Practice Knowledge Management Coordinators Offices and Departments Key Working Arrangements
  7. 7. Staff Profiles • A Principal Knowledge Management Specialist is the focal point for implementing and monitoring the progress of ADB's knowledge management framework, and oversees the development and delivery of ADB's knowledge management agenda. • A Knowledge Management Officer writes knowledge products on learning and innovation; designs and manages knowledge sharing and collaboration tools; and promotes the Knowledge Management Center's knowledge products. • A Knowledge Management Analyst manages IT solutions to facilitate knowledge management and learning in ADB. • A Senior Knowledge Management Assistant delivers in-house learning events, manages outreach and promotional activities, and supports the activities of ADB- hosted communities of practice and regional knowledge hubs. • A Knowledge Management Assistant manages e-mail alerts and databases of contacts and provides adequate and timely support to the Knowledge Management Center's projects and activities.
  8. 8. Key Result Areas • Clarifying knowledge management and learning strategies: unremitting improvement is inherent to any knowledge strategy. • Sharpening the knowledge focus in ADB's operations: knowledge enriches financing operations and, in combination with ADB's convening power, spurs development effectiveness. • Empowering communities of practice: communities of practice keep know-how of a domain alive by sharing what they know, building on that, and adapting knowledge to specific sector and thematic applications. • Strengthening external knowledge partnerships: insights from development experience can be shared and enriched by the knowledge of others. • Further enhancing staff learning and skills development: engaging all staff in knowledge management and learning is crucial to generating and sharing knowledge. • Promoting knowledge management and learning: committing to change requires that personal connections should intensify from simple awareness to owning a desired future state.
  9. 9. Knowledge Management Results Framework
  10. 10. Planning Tools • The Work Program and Budget Framework consolidates the three-year work plans of offices and departments to inform ADB's annual administrative budget. It comprises portfolio information, non-staff related expenditures, strategic directions in operations and knowledge services, and detailed work plans. • ADB's Annual Administrative Budget is reviewed by the Budget Review Committee and submitted to the Board. • The Terms of Reference for Consultants define the objective and scope of services, expected outcome, outputs, inputs, and experience required for engagement. This information is used as the basis for the Consultants Performance Review.
  11. 11. Reporting Systems • The Development Effectiveness Review is an annual report of ADB's Management that assesses the organization's progress in implementing Strategy 2020, its long-term strategic framework. The review covers all operations financed by ADB's ordinary capital resources and the Asian Development Fund, ADB's concessional lending window. It presents emerging trends and identifies actions for improving corporate performance.
  12. 12. Reporting Systems • The Annual Report of the Board of Directors to the Board of Governors reviews ADB's operations, projects, internal administration, financial management, and contains a separate report on the Special Funds of ADB. The report contains chapters on delivering an effective organization, sector and thematic highlights, financing operations, regional operations, nonsovereign operations, generating and sharing knowledge, finance and administration, financial statements and statistical annexes, and opinions of the independent auditors. • The Regional and Sustainable Development Department's Annual Report elucidates the key accomplishments of units and divisions in specific sectors, cross-cutting themes, knowledge products and services, and technical assistance.
  13. 13. Feedback Mechanisms • Survey Tools gauge staff perceptions on the progress of key initiatives of ADB (e.g., webpages on knowledge management and learning, learning for change surveys, Most Admired Knowledge Enterprises surveys, surveys of ADB-hosted communities of practice, etc.). • The annual Performance Review of staff specifies individual accomplishments against work plans, invites confirmation thereof, and provides an opportunity for assessing core and managerial competencies.
  14. 14. The Experiential Learning Cycle
  15. 15. Knowledge Practice Experien ce Synthesis and Innovation Dissemination Uptake The Knowledge Management and Learning Practice
  16. 16. Future State Current State Hear Understand Support Act Use Own Strong Personal Connection Intensifies Results-Driven Management Model
  17. 17. Quick Response Codes @ADB @ADB Sustainable Development Timeline @Academia.edu @LinkedIn @ResearchGate @Scholar @SlideShare @Twitter

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