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.

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. • 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. • 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. 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. 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. 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. 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. 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. Knowledge Management
Results Framework

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. 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. 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. 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. The Experiential Learning Cycle

15. Knowledge
Practice
Experien
ce
Synthesis
and
Innovation
Dissemination
Uptake
The Knowledge Management
and Learning Practice

16. Future
State
Current
State
Hear
Understand
Support
Act
Use
Own
Strong
Personal
Connection
Intensifies
Results-Driven Management
Model

17. Quick Response Codes
@ADB
@ADB Sustainable
Development Timeline
@Academia.edu
@LinkedIn
@ResearchGate
@Scholar
@SlideShare
@Twitter