Advancing Roles and Functions
for Knowledge Management
Coordination
Olivier Serrat
2010
The views expressed in this presen...
Sharpening the Knowledge Focus in ADB's Operations
(Add value at regional, country, and project levels)
Empowering the Com...
K N O W L E D G E
ADB Operations: CPSs, loans, grants,
and TA projects
Key Actions
1. At the regional level, the Technical...
Challenges
• Limited outreach to staff
members, including those in RMs
and ROs
• Because of their limited budget,
some CoP...
Key Actions
1. Develop criteria for the selection of knowledge partnerships including non-regional institutions.
2. Ascert...
Key Actions
1. Design and implement a focused (and needs-based) knowledge management and learning training program for
all...
Enhancing Knowledge Management
under Strategy 2020: Results Framework
Purpose
• Showcase the expected outcomes,
useful res...
Enhancing Knowledge Management
under Strategy 2020: Results Framework
First Pillar: The Knowledge Focus in ADB's Operation...
Enhancing Knowledge Management
under Strategy 2020: Results Framework
Third Pillar: External Knowledge Partnerships are St...
Enhancing Knowledge Management under Strategy
2020: Plan of Action (2009-2011)—Progress Reports*
Outcome Target Specific
A...
Roles and Functions for Knowledge Management
Coordination
Sharpening the Knowledge Focus in ADB's Operations
• Develop a K...
Roles and Functions for Knowledge Management
Coordination
Empowering Communities of Practice
• Enhance interactions betwee...
Roles and Functions for Knowledge Management
Coordination
Strengthening External Knowledge Partnerships
• Identify and sha...
Roles and Functions for Knowledge Management
Coordination
Promoting Knowledge Management and Learning
• Take part in, or k...
Advancing Roles and Functions for Knowledge
Management Coordination
The new roles and functions for the Knowledge Manageme...
Building a Knowledge-Centric
Organization
Full
Implementation
Pilots and
Measures
Change
Management
Information and
Commun...
Quick Response Codes
@ADB
@ADB Sustainable
Development Timeline
@Academia.edu
@LinkedIn
@ResearchGate
@Scholar
@SlideShare...
Upcoming SlideShare
Loading in …5
×

Advancing Roles and Functions for Knowledge Management Coordination

1,623 views

Published on

With decreasing bureaucracy and decentralization of operations, the span of knowledge coordination should be as close as possible to relevant knowledge domains. Coordinating mediums, or knowledge managers, have key roles to play.

0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,623
On SlideShare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
30
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Advancing Roles and Functions for Knowledge Management Coordination

  1. 1. Advancing Roles and Functions for Knowledge Management Coordination Olivier Serrat 2010 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. 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) Enhancing Knowledge Management under Strategy 2020: Plan of Action (2009-2011)
  3. 3. K N O W L E D G E ADB Operations: CPSs, loans, grants, and TA projects Key Actions 1. At the regional level, the Technical Assistance Strategic Forum will coordinate the medium-term research and sector work among the knowledge and operations departments. 2. At the country level, the Country Partnership Strategies will explicitly reflect knowledge management as part of CPS formulation and implementation. 3. At the project level, project teams will be encouraged to answer the following questions: • Is a project relevant and responsive to the specific problem being considered? • Does the design integrate the knowledge, lessons, and insights of similar situations? • Does the project utilize and enrich skills in ADB and its DMCs and encourage knowledge sharing and learning? • What innovative features characterize the project design and implementation? • What knowledge products might the project generate? • How can the project be designed to support rigorous impact evaluation, forge knowledge partnerships, harness sector and thematic know-how, and encourage learning and knowledge sharing? Challenges • Operations may still not fully benefit from knowledge work conducted in ADB, or be enriched from other sources • Knowledge work has not always effectively supported the objectives of ADB's operations in DMCs Sharpening the Knowledge Focus in ADB's Operations
  4. 4. Challenges • Limited outreach to staff members, including those in RMs and ROs • Because of their limited budget, some CoPs may not yet be able to deliver their functions fully • The mandates and work of the CoPs should be better synchronized with the priorities of Strategy 2020 Proposed Actions 1. Ensure that CoPs and networks of practice become an integral part of ADB's business processes 2. Increase the budget of CoPs to an appropriate level, based on a clear set of objectives and measurable outcomes of improved knowledge management 3. Require the CoPs to engage in external partnerships including regional and nonregional knowledge hubs 4. Review the role of knowledge management coordinators and identify ways to harness their knowledge, skills, and experiences to empower CoPs CoPs Galvanize social capital, knowledge sharing, learning, and change Financial Sector Development Gender Equity Governance Health Regional Cooperation & Integration … Social Development & Poverty Transport Urban Water … Agriculture, Rural Development, & Food Security Education Energy Environment … Empowering the Communities of Practice
  5. 5. Key Actions 1. Develop criteria for the selection of knowledge partnerships including non-regional institutions. 2. Ascertain that expected outputs and outcomes are aligned to ADB and DMC priorities. 3. Ensure that knowledge partnerships are considered when ADB enters into agreements such as letters of intent and memorandums of understanding with other institutions. 4. Make sure that knowledge partnership agreements spell out the need to conduct proactive dissemination activities in ADB and DMCs. Some Challenges • The purpose and selection of knowledge partnerships need clarity. • Monitoring and evaluation systems are insufficient. • Performance vis-à-vis work plans is poor. Promote learning, creativity, and innovation for the benefit of DMCs. KNOWLEDGE PARTNERSHIPS Strengthening External Knowledge Partnerships
  6. 6. Key Actions 1. Design and implement a focused (and needs-based) knowledge management and learning training program for all staff members, including those in RMs and ROs. This program would be jointly developed by RSDD-KM and BPMSD 2. Introduce the concept of a "sabbatical" in the current "Special Leave Without Pay" arrangement to encourage staff members to seize learning and knowledge sharing opportunities 3. Invite a selected number of Senior and Junior Researchers to ADB for short-term assignments in forward-looking research aligned to the priorities of Strategy 2020 4. Increase the budget for external training for administration by the VPs 5. Capture the knowledge and experience of departing staff and retiring members through exit debriefings and participation in the induction program Knowledge Sharing & Learning Knowledge Solutions Knowledge Showcase Storytelling Learning & Development Learning for Change in ADB Challenges • Insufficient understanding of knowledge management • Low awareness of the concept of the learning organization Further Enhancing Staff Learning and Skills Development
  7. 7. Enhancing Knowledge Management under Strategy 2020: Results Framework Purpose • Showcase the expected outcomes, useful results indicators, specific activity indicators, targets, and sources of verification • Assess and improve performance • Help identify problems and their solutions • Serve as basis for reporting • Promote a stronger culture of results and performance for knowledge management in ADB
  8. 8. Enhancing Knowledge Management under Strategy 2020: Results Framework First Pillar: The Knowledge Focus in ADB's Operations is Sharpened. • Regional Level: ADB is increasingly recognized as a lead policy advisor, notably through the knowledge agenda that its TA for research and development advances. • Country Level: CPSs guide medium-term operational programming with a focus on results and development effectiveness. • Project or TA Level: Key documents embody quality, knowledge, and innovation. Second Pillar: The Communities of Practice are Empowered. • CoPs become an integral part of ADB's business processes. • Output-based financing recognizes CoPs that generate and share useful and usable knowledge. • The CoPs engage more purposefully in external knowledge partnerships. • The contributions of the knowledge coordinators in ADB are enhanced.
  9. 9. Enhancing Knowledge Management under Strategy 2020: Results Framework Third Pillar: External Knowledge Partnerships are Strengthened. • The design, implementation, and monitoring of external knowledge partnerships with global, regional, and national institutions is improved. • External knowledge partnerships generate and share knowledge proactively. Fourth Pillar: Staff Learning and Skills Development are Enhanced Further. • Staff skills in knowledge management and learning are developed and captured. • Staff pursue external learning opportunities. • Research in priority areas of Strategy 2020 is boosted. • The tacit knowledge of departing staff is captured to drive organizational performance improvement.
  10. 10. Enhancing Knowledge Management under Strategy 2020: Plan of Action (2009-2011)—Progress Reports* Outcome Target Specific Activity Indicator Rating of Progress in Adoption RSDD Validation *By end-July 2010 and 2011.
  11. 11. Roles and Functions for Knowledge Management Coordination Sharpening the Knowledge Focus in ADB's Operations • Develop a Knowledge Management Work Plan for the office or department, aligned with ADB's plan of action for 2009–2011, and advise its head of progress. • Recognize good practice approaches, methods, and tools to enhance the identification, creation, storage, sharing, and use of knowledge from the operations cycle in ways consistent with the needs and systems of the office or department and DMCs directly supported. • Promote the use of knowledge management principles in preparing CPSs, RRPs, and TA reports. • Distinguish opportunities for the generation and sharing of knowledge from both lending and nonlending products and services throughout the project cycle and encourage related actions. • Help boost research and analytical work relevant to the role of the office or department in priority areas of Strategy 2020 and the needs of unit clients, with attention to aligning with stages of the project cycle.
  12. 12. Roles and Functions for Knowledge Management Coordination Empowering Communities of Practice • Enhance interactions between the office or department and CoPs to identify, create, store, share, and use knowledge and extend related products and services. • Promote awareness, understanding, and use of sector and thematic work and research between CoPs and the office or department. • Facilitate feedback to CoPs on the perceived relevance and effectiveness of their activities in the office or department's sector divisions and RMs. • Identify opportunities for knowledge generation and sharing at CoP events.
  13. 13. Roles and Functions for Knowledge Management Coordination Strengthening External Knowledge Partnerships • Identify and share good practices from ADB lending and nonlending products and services (including those sourced from outside ADB) to promote uptake. • Explore opportunities to generate and share knowledge solutions with decision makers in DMCs before, during, and after interventions. • Integrate knowledge components in external partnerships. Further Enhancing Staff Learning and Skills • Raise awareness of learning and development opportunities in knowledge management and learning in the office or department and provide feedback to learning program providers on their effectiveness. • Help capture the tacit knowledge of departing staff to drive organizational performance improvement.
  14. 14. Roles and Functions for Knowledge Management Coordination Promoting Knowledge Management and Learning • Take part in, or keep aware of, the development and implementation of IT solutions that facilitate knowledge generation and sharing in the office and department and DMCs directly supported. • Link with OAS-IR to optimize use of the Library's information resources and the library and records resources in the office or department and facilitate access in RMs and ROs. • Launch or support knowledge transfer initiatives through web development, storytelling, e-marketing, media promotion, and multilingual outreach.
  15. 15. Advancing Roles and Functions for Knowledge Management Coordination The new roles and functions for the Knowledge Management Coordinators will • Gather the functions of point persons for knowledge management, IT, web development, and publishing, most of which are related and frequently overlap. • Validate the need for full-time work on knowledge management and learning. • Enhance the visibility of knowledge management functions in ADB. • Provide a common language enabling  Structured activities, inputs, outputs, and outcomes;  Interdepartmental complementarity and partnerships;  Cross-referencing of ADB-wide initiatives;  Mutual learning;  Critical mass; and  Wider outreach and impact. • Inspire other staff to engage in knowledge management and learning. • Drive the KM Action Plan and the Results Framework.
  16. 16. Building a Knowledge-Centric Organization Full Implementation Pilots and Measures Change Management Information and Communication Technologies Organizational Design, Culture, and Learning Communities and Networks of Practice Awareness Strategy Target Areas Knowledge Taxonomy Benchmarking Extending and Sustaining Knowledge Management and Learning
  17. 17. Quick Response Codes @ADB @ADB Sustainable Development Timeline @Academia.edu @LinkedIn @ResearchGate @Scholar @SlideShare @Twitter

×