Knowledge partnerships are about joint purpose in the identification, creation, storage, sharing, and use of knowledge; sadly, the state of the art in creating, managing, monitoring, and evaluating them remains immature.
This update on Mergers & Acquisitions, covering the full year of 2016, is based on publicly available information.
For more information: http://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/m-and-a-2016-deal-makers-catch-their-breath
Organizational chart and budget
Non-profit tax status
A donor tracking database
A system to quickly acknowledge donations and donors
Individuals (staff, board, volunteers) who are trained in how to ask for money
Knowledge of available funding sources
Basic materials about the organization
Firm knowledge of who you are
Clarity and agreement about how the funds will be used
Innovation ecosystem potential & performance in Africa (abstract)Mondher Khanfir
While Innovation ecosystem is embedded into manufacturing Industry in developped countries, it's rather based on startups ecosystem in Africa. To measure innovation potential, and from there the overall performance, requires a specific methodology and scoring model. This is the rationale of this research work, that reveales not only the African Startups Ecosytems ranking, but also proposes an assesment tool for innovation public policy. A case study on Tunisia is given as illustration in this report.
COVID-19’s uneven trajectory has created a slower-than-expected rebound in urban travel worldwide. Some mobility modes, however, are poised to exceed pre-pandemic levels. BCG provides a breakdown of recovery levels in urban mobility by region and mode--and over time.
This update on Mergers & Acquisitions, covering the full year of 2016, is based on publicly available information.
For more information: http://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/m-and-a-2016-deal-makers-catch-their-breath
Organizational chart and budget
Non-profit tax status
A donor tracking database
A system to quickly acknowledge donations and donors
Individuals (staff, board, volunteers) who are trained in how to ask for money
Knowledge of available funding sources
Basic materials about the organization
Firm knowledge of who you are
Clarity and agreement about how the funds will be used
Innovation ecosystem potential & performance in Africa (abstract)Mondher Khanfir
While Innovation ecosystem is embedded into manufacturing Industry in developped countries, it's rather based on startups ecosystem in Africa. To measure innovation potential, and from there the overall performance, requires a specific methodology and scoring model. This is the rationale of this research work, that reveales not only the African Startups Ecosytems ranking, but also proposes an assesment tool for innovation public policy. A case study on Tunisia is given as illustration in this report.
COVID-19’s uneven trajectory has created a slower-than-expected rebound in urban travel worldwide. Some mobility modes, however, are poised to exceed pre-pandemic levels. BCG provides a breakdown of recovery levels in urban mobility by region and mode--and over time.
Unlocking the data possibilities of Big Data presentation shared at the Big Data / Internet of Things Conference Board Conference June 25-26, 2015
http://www.pwc.com/us/en/analytics/big-data.jhtml
Local Dynamos – emerging-market companies focused largely on their home markets - are beating both local state-owned companies and multinational corporations, thanks to savvy digital strategies and an ability to meet rising consumer expectations. MNCs need to understand how the Dynamos are rewriting the rules in emerging markets.
The elements of building a successful fundraising strategy
*Fundraising in context
*New Zealand's individual giving market
* Strategy options
* Critical success factors
The Why and How of Knowledge Management: Some Applications in Teaching and Le...Olivier Serrat
Knowledge management—the process of identifying, creating, storing, sharing, and using organizational knowledge—aims to provide support for improved decision making. Its higher objective is to advance organizational performance. It is best exercised if the motive behind knowledge management initiatives is clear, with sundry possible areas of activity and associated perspectives.
If your company needs to submit a Funding Project Proposal PowerPoint Presentation Slides look no further.Our researchers have analyzed thousands of proposals on this topic for effectiveness and conversion. Just download our template, add your company data and submit to your client for a positive response. http://bit.ly/3bkZqql
Knowledge partnerships are about joint generation and sharing of knowledge; sadly, the state of the art in creating, managing, monitoring, and evaluating them remains immature. This presentation explains how one can design knowledge partnerships better.
Partnerships that bring organizations together promise unique opportunities; the reality is often otherwise. Successful partnerships manage the partnership, not just the agreement, for collaborative advantage. Above all, they pay attention to learning priorities.
Unlocking the data possibilities of Big Data presentation shared at the Big Data / Internet of Things Conference Board Conference June 25-26, 2015
http://www.pwc.com/us/en/analytics/big-data.jhtml
Local Dynamos – emerging-market companies focused largely on their home markets - are beating both local state-owned companies and multinational corporations, thanks to savvy digital strategies and an ability to meet rising consumer expectations. MNCs need to understand how the Dynamos are rewriting the rules in emerging markets.
The elements of building a successful fundraising strategy
*Fundraising in context
*New Zealand's individual giving market
* Strategy options
* Critical success factors
The Why and How of Knowledge Management: Some Applications in Teaching and Le...Olivier Serrat
Knowledge management—the process of identifying, creating, storing, sharing, and using organizational knowledge—aims to provide support for improved decision making. Its higher objective is to advance organizational performance. It is best exercised if the motive behind knowledge management initiatives is clear, with sundry possible areas of activity and associated perspectives.
If your company needs to submit a Funding Project Proposal PowerPoint Presentation Slides look no further.Our researchers have analyzed thousands of proposals on this topic for effectiveness and conversion. Just download our template, add your company data and submit to your client for a positive response. http://bit.ly/3bkZqql
Knowledge partnerships are about joint generation and sharing of knowledge; sadly, the state of the art in creating, managing, monitoring, and evaluating them remains immature. This presentation explains how one can design knowledge partnerships better.
Partnerships that bring organizations together promise unique opportunities; the reality is often otherwise. Successful partnerships manage the partnership, not just the agreement, for collaborative advantage. Above all, they pay attention to learning priorities.
how to develop business skills with other firm or company or say alliances and what should be our strategies for increasing profit by developing their interpersonal relations and what should be the idea for making a good partnership.
The Future of NGO Collaboration: Partnership to Convening. Presentation by Professor John Hailey, Cass Business School, City University London, to ACORD Learning Forum in Nairobi, Kenya, 12 October 2016
Sustainable competitive advantage derives from strenuous efforts to identify, cultivate, and exploit an organization's core competencies. Opportunities exist in strategy development, management techniques, collaboration mechanisms, knowledge sharing and learning, and knowledge capture and storage.
People gain knowledge if they learn from experience. Learning is thus a vital component of knowledge management and its ultimate end. Collective learning comes from participating in the social processes of collaboration, sharing knowledge, and building on one another's ideas.
Here's an overview of how we have used Strategic Doing to accelerate the development of clusters.
We have used Strategic Doing in the launch of the clean energy cluster in Florida, the IT cluster in Charleston, and the water cluster in Milwaukee.
Tacit knowledge is hard to communicate but can be shared in discussions, storytelling, and personal interactions. This presentation points out a wide variety of tools, methods, and approaches that help surface it.
This presentation and all staff (125+) member conversation by the Bonner Network involved exploring how higher education service programs can incorporate more democratic community engagement. It also shared the evolving model for community partner capacity building and development. This session occurred at the Bonner Foundation's Fall Directors Meeting 2011. For more info see bonnernetwork.pbworks.com
Environmental Migration in the Anthropocene: Perspectives on the Relocation o...Olivier Serrat
Climate change is a driver of human mobility: it is expected to increase the displacement of populations. This presentation casts environmental and socio-economic perspectives on the relocation of Indonesia's capital city from Java to eastern Borneo, the first instance of large-scale, anticipatory, and managed environmental migration in the Anthropocene.
Leading Organizations of the Future: A New Framework.pdfOlivier Serrat
Leading Organizations of the Future: A New Framework (Serrat, 2023) shows how organizations can configure to requisite order with greater collective intelligence in an increasingly complex world.
Lake Chad is a biological hotspot and a source of food and water for millions of people in Central Africa. Lake Chad has shrunk by more than nine-tenths since the mid-1960s because of water diversion, population growth, and climate change. This presentation considers the issues facing Lake Chad and tables a daring proposal to safeguard it.
This presentation underscores the originality of The Epic of Gilgamesh and highlights the influence of its heroic themes on epic poetry through the ages, notably with respect to the character of Achilles in The Iliad by Homer. The presentation draws attention to the richness of the storyline in The Epic of Gilgamesh with respect to Booker's (2004) seven "basic stories".
Leading Organizations of the Future: Oral DefenseOlivier Serrat
This presentation showcases qualitative, exploratory research on Leading Organizations of the Future. The presentation particularizes the problem statement, purpose of the study, research question, conceptual framework, review of the literature, research methodology and design, ethical assurances, pilot testing, population and sample, instrumentation and study procedure, research sub-questions and interview questions, data analysis and results, interpretation of findings, recommendations, limitations, implications, and conclusions.
Leading Organizations of the Future: A Dissertation ProposalOlivier Serrat
This presentation outlines a research proposal for a qualitative dissertation on Leading Organizations of the Future. The major components of the proposal are a detailed statement of the problem to be studied and the context in which it is to be seen, a thorough review of the pertinent literature, and details of the overall design of the study.
Digital Solutions: Reframing Leadership (Serrat, 2023) reflects on the pervasive use of technology in organizations and what it means to lead in the digital age.
Leading Solutions: Essays in Business PsychologyOlivier Serrat
Leading Solutions: Essays in Business Psychology (Serrat, 2021) gives readers an unusually accessible, critical, and engaging take on what leadership means. In the form of précis—concise statements of essential points—the book combines rounded explanations of theory with article reviews, case studies, development plans, field observations, group work, journal entries, "lived" experience, proposals, reflections, scholarly arguments, self-assessments, and 360-degree feedback to shine exceptional insight into the reality and successful practice of leadership, today and tomorrow. This book's wealth of thoughtful content makes it particularly useful to those contemplating postgraduate degrees in organizational leadership and a top-notch addition to any business library.
The Global Compact, Human Rights, and Nike, Inc.Olivier Serrat
Focusing on human rights, this presentation uses a critical psychology lens to articulate the business case for an action plan to imbed the Global Compact in the strategies and operations of Nike, Inc., with an eye to engaging its contract factories. The action plan integrates best practices proposed by the Global Compact. Because of their ambitious scope, critical psychology approaches often suffer from lack of opportunity for practical applications. Notwithstanding, this presentation highlights the theory's undoubted usefulness in the context of the Global Compact.
Minority Population Analysis: The Aeta of the PhilippinesOlivier Serrat
This presentation uses a critical psychology lens for minority population analysis. Specifically, the presentation characterizes indigenous peoples and their vulnerability; researches the treatment of the Aeta, an indigenous people living in the mountainous areas of Luzon in the Philippines; and reflects on their experience of domination, marginalization, and exploitation.
Reflections on a Multifactor Leadership Questionnaire 360 Leader's ReportOlivier Serrat
The Multifactor Leadership Questionnaire generates a psychological inventory from propositions that aim to assess leadership styles and leadership outcomes: it is a multi-rater (or 360-degree) instrument, which means that its output—the MLQ 360 Leader's Report—interprets and compares a leader's self-assessment with ratings contributed across the same items by associates. This presentation reflects on a Multifactor Leadership Questionnaire exercise conducted in May 2020.
Ethics at the Movies: Erin Brockovich (2000)Olivier Serrat
Referring to Erin Brockovich (2000), a biographical film featuring Julia Roberts, this presentation reviews the respective contributions that stakeholder analysis, conflict of interest analysis, cost–benefit analysis, case study analysis, and ethical decision-making frameworks can make to the exploration of business ethics.
This presentation maps out Gandhi's life story; singles out the life-markers that encouraged a constant process of reflection–action–reflection and framed his values; and proposes that stewardship, obligation, partnership, emotional healing, and elevating purpose characterized his servant leadership. Gandhi took on an empire with the ethics of truth-telling: his story is timeless in its courage and inspiration and lessons from his contributions to ethical behavior and strong influence on social responsibility are not wanting.
This presentation outlines a business proposal for idealized design of virtual teaming at General Electric, a multinational conglomerate that employs more than 313,000 employees around the world and so faces the challenge of synergizing a dispersed workforce.
Dell Inc.: A 2019 World's Most Ethical Companies HonoreeOlivier Serrat
The Ethisphere Institute is a player in the increasingly crowded field of business ethics ratings. In 2019, Dell Inc. was recognized as one of 128 honorees of Ethisphere's World's Most Ethical Companies awards, which spanned 50 industries in 21 countries. This presentation reviews the World's Most Ethical Companies awards and comments on Dell Inc.'s Social Impact Plan for 2030.
This mini-lecture makes out the fundamental differences between groups and various kinds of teams; specifies the rationale for team formation and notes what important outcomes are typically expected from performing teams; singles out common recommendations (and recognized pitfalls) on the subject of teams; and isolates two perspectives to enrich understanding of teams and how they might be primed.
MediSys Corp.: The IntensCare Product Development TeamOlivier Serrat
This presentation provides an up-close examination of MediSys Corp. and its contextual conditions and tables recommendations to resolve the problems affecting the IntensCare project and safeguard MediSys Corp.'s future.
Independent Evaluation for Learning: Toward Systemic ChangeOlivier Serrat
At the request of shareholders, evaluation studies focus on accountability (and hence provide for command, control, and finger-pointing); they do not serve as an important foundation of learning organizations.
Knowledge must be at the center of everything the International Centre for Integrated Mountain Development does and knowledge is most valuable when it is actually used—not just identified, created, stored, or shared. A hypothetical diagnosis of ICIMOD's purpose, structure, relationships, rewards, leadership, and helpful mechanisms combined with an organizational culture assessment suggested that a "preferred" culture of adhocracy might drive higher effectiveness.
In 2012, The New York Times (Dementia Behind Bars, 2012) wrote that "… the prison system [in the United States] could soon find itself overwhelmed with chronic medical needs". This presentation goes over the main points of this societal area.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
2. The Partnership Ideal
A partnership is a dynamic
relationship pursuing—in varying
degrees of formality—a joint
purpose or goal through shared
understanding of the most
rational division of labor based
on the comparative advantages
of each partner.
A partnership balances
organizational identity and
mutuality in a reciprocal
framework of respect, decision-
making, accountability, and
transparency.
3. Activities of Partnerships
Capacity Building
& Training
Cofinancing
Conferences,
Seminars, &
Workshops
Evaluation
Information
Exchange
Policy Dialogue
Projects Publications
Research Secondment
Staff Exchange
• Filter
• Amplify
• Invest and provide
• Convene
• Build community
• Learn and facilitate
Specific functions of
knowledge partnerships,
not necessarily mutually
exclusive, are to:
4. Six Partnership Principles
Make out and celebrate the need for partnership
Develop and maintain clarity and realism of joint purpose or goal
Ensure ownership and commitment
Create and maintain clear and robust partnership arrangements
Establish and continuously fortify trust
Monitor, measure, and learn
5. Case Study: Knowledge Sharing
for Development
The Sustainable Development Goals—
officially known as Transforming Our
World: the 2030 Agenda for Sustainable
Development—were approved on 25
September 2015 by the 194 Member
States of the United Nations. They give
the lion's share of attention to
partnering. SDG 17 (Partnerships for the
Goals) binds the 16 other goals, aiming to
"strengthen the means of
implementation and revitalize the global
partnership for sustainable
development“. It recognizes that multi-
stakeholder partnerships are important
vehicles across capacity building, finance,
systemic issues, technology, and trade.
In June 2015, in advance
of the expected approval
of the 2030 Agenda, the
United Nations called an
expert group meeting on
Multi-Stakeholder
Partnerships in the Post-
2015 Development Era:
Sharing Knowledge and
Expertise to Support the
Achievement of the
Sustainable
Development Goals.
6. Case Study: Knowledge Sharing
for Development
A
background
paper (UN-
DESA, 2015)
reviewed 64
grand global,
specialized
global,
independent
global,
regional,
national, and
subnational
partnerships.
The bulk (82%) of the partnerships was engaged in sharing news
on the topic of the partnership.
Only half (51%) shared information about what the other partners
were doing.
Two-thirds (60%) went beyond news to provide in-depth reports,
studies, and other analysis-related knowledge.
Less than one-third (28%) offered active skill- or capacity-building
(knowledge transfer) services of any kind.
A few gave access to statistical databases (9%), registries of
commitments (3%), or specialized knowledge-sharing tools such
as software applications or diagramming platforms (3%).
Partnership reports on "usage" concentrated on website visitors, document
downloads, course participants, Facebook posts and "likes", etc.
7. A knowledge partnership places a particular emphasis on
the role of knowledge in accomplishing a joint purpose or
goal.
A knowledge partnership involves generating and sharing of
new ideas and understanding within the partnership and
communicating and applying that knowledge beyond the
partnership.
In a knowledge partnership as in any partnership, partners
rely on the partnership to reach the joint purpose or goal.
What Are Knowledge
Partnerships?
9. Assess and value partner knowledge
Determine knowledge tacitness and transferability
Forge knowledge connections
Draw on existing knowledge to facilitate learning
Designing Learning into
Partnerships
10. Purpose/Goal
What is the
partnership's
value
proposition?
What will it
produce?
What principles
will guide it?
Resources
What resources
will fuel the
partnership?
What
contributions will
members make?
What are all the
possible sources
of funding?
Who will manage
the cash?
Membership
Who will the
members be?
What are the
membership
criteria?
Will there be
different classes
of members?
What will be the
obligations and
benefits of
members?
Governance
What decisions
will need to be
made?
Who will make
decisions?
How will
decisions be
made?
A Design Checklist for Knowledge
Partnerships
11. Structure
What will the structure
of the partnership look
like?
What will the
partnership's
development path look
like?
Communications
Are open
communications and
information a visible
indicator of the level of
trust?
Is the power of
information and
communication
technology harnessed?
Evaluation
What do the
partners want to
assess?
Who will conduct
the evaluation?
How will the
partners design
evaluation at the
front end?
A Design Checklist for Knowledge
Partnerships
12. Success Criteria for Knowledge
Partnerships
Informal Leadership
• Coordinators are active and committed, give space to others, act as
leaders of the cause the partnership stands for, build connections,
facilitate relationships, and make good use of resources.
• The partnership relies on a core group of coordinators with
complementary skills and usually includes a governing committee,
secretariat, and working groups.
Alignment and Identity
• The partnership connects individuals across functions, locations, and
organizations and creates a third space for learning, creativity,
innovation, and development of joint practice.
• The partnership fosters the emergence of collective identity among
members.
• In the partnership, legitimacy is earned (meaning, not declared).
13. Success Criteria for Knowledge
Partnerships
Resources
• Cooperation increases when the roles of individuals are sharply
defined.
• The partnership is able to tap the technical expertise and
professionalism of members and connects them to the joint purpose
or goal that motivates them.
• The partnership offers possibilities for individuals to use their
knowledge outside their organizations to create knowledge and spark
energy for change that, potentially, can be used by others.
• The partnership is looked to and recognized by key stakeholders, e.g.,
policy makers, as a place to visit or consult for deep expertise.
• Resources come in various forms. "Sweat" equity is the key.
14. Success Criteria for Knowledge
Partnerships
Coordination
• Coordinators are both task- and relationship-oriented.
• Coordinators focus on serving partnership members. They earn and
maintain the trust and commitment of members by making sure the
partnership responds to explicit—not constructed—needs.
• Coordinators create a gift culture by coaching and mentoring. They
encourage activity and interaction among members of the
partnership and build networks to foster a sense of community.
• Coordinators provide technical advice and scan the environment for
opportunities to advance the partnership's purpose or goal and
benefit its members.
15. Success Criteria for Knowledge
Partnerships
Communication Systems
• The partnership leverages information and communication technology
to facilitate rapid and broad-based interaction among members.
• The partnership strengthens and supplements online communications
with face-to-face interactions.
Adaptive Capacity
• The partnership invests in information and communication technology,
relies on information exchanges to gather intelligence from a range of
sources, and establishes spaces for processing and sharing of data,
information, and knowledge.
• Coordinators anticipate and act on changing circumstances.
• The partnership adjusts its working forms as needed.
16. Drivers of Transparency
Motive
• Experience of previous relationship
• Willingness to share knowledge
• Understanding of the importance of sharing
• Degree of familiarity with partner
• Recognition of the power of synergy
Means
• Social and cultural context (including language,
customs, and organizational culture)
• Abilities and tools with which to share
knowledge
• Communication capacity
Opportunity
• Embeddedness of knowledge in context-specific
relationships
• Prioritization of time and creation of "space" for
learning
17. Drivers of Receptivity
Motive
• Levels of trust (related to track record and
awareness of each partner's learning strategy)
• Strength of intent to learn (related to
understanding of value of new knowledge)
• Willingness to absorb knowledge
Means
• Adequacy of knowledge management
architecture
• Abilities and tools with which to absorb
knowledge
• Knowledge is far outside the organization's area
of expertise
Opportunity
• Prioritization of time and creation of "space" for
learning
18. Simple Rules to Make Partnerships
More Effective
Defining the right
arrangements
Creating "ends" metrics
Eliminating differences
Establishing formal
management systems and
structures
Managing the relationship
with the partner
Not Just …
Developing the right
working relationships
Creating "means" metrics
Embracing differences
Enabling collaborative
behavior
Managing internal
stakeholders
… But Also
19. The OECD's Development Assistance Committee's criteria
for evaluating programs and projects provide a
framework for designing and monitoring knowledge
partnerships.
• Relevance—Examines to what extent the objectives of
an intervention match the priorities or policies of
major stakeholders, including beneficiaries.
• Efficiency—Assesses outputs in relation to inputs.
• Effectiveness—Examines whether outputs led to the
achievement of the planned outcome.
• Impact—Assesses what changes, intended and
unintended, have occurred as a result of the
intervention.
• Sustainability—Looks at how far any changes are likely
to continue in the longer term.
Evaluating Knowledge
Partnerships
20. Books, Media, & Articles
Serrat, O. (2008). Creating and running partnerships. Knowledge Solutions 9.
ADB. Manila. www.adb.org/publications/creating-and-running-
partnerships
Serrat, O. (2009). Managing virtual teams. Knowledge Solutions 55. ADB.
Manila. www.adb.org/publications/managing-virtual-teams
Serrat, O. (2009). Learning in strategic alliances. Knowledge Solutions 62. ADB.
Manila. www.adb.org/publications/learning-strategic-alliances
Serrat, O. et al. (2011). Guidelines for knowledge partnerships. ADB. Manila.
www.adb.org/publications/guidelines-knowledge-partnerships
Serrat, O. et al. (2012). Creating and running partnerships. ADB. Manila.
[Video file]. Retrieved from vimeo.com/67184320
Serrat, O. (2012). Designing knowledge partnerships better. Knowledge
Primers. ADB. Manila.
www.researchgate.net/publication/266798127_designing_knowledg
e_partnerships_better
21. Books, Media, & Articles
UN-DESA. (2015). Multi-Stakeholder Partnerships in the Post-2015
Development Era: Sharing Knowledge and Expertise to support the
Achievement of the Sustainable Development Goals: Background
Paper. New York.
Serrat, O. (2017). Knowledge sharing for development: Dead slow ahead?
ResearchGate.
www.researchgate.net/publication/314255768_knowledge_sharing_
for_development_dead_slow_ahead
22. Presentations
Britton, B. and Serrat, O. (2013). Learning in partnerships. SlideShare.
www.slideshare.net/celcius233/learning-in-partnerships
Serrat, O. (2014). Essentials of knowledge partnerships. SlideShare.
www.slideshare.net/celcius233/essentials-of-knowledge-
partnerships
Serrat, O. (2015). Building strong, virtual teams. SlideShare.
www.slideshare.net/celcius233/building-strong-virtual-teams