This document summarizes a seminar on applying knowledge management principles at the World Bank. The seminar covered: 1. Learning outcomes which included advising on knowledge management activities, applying principles and appreciating strategic use of knowledge. 2. A reading assignment and discussion questions about interventions to further the World Bank's knowledge management activities and use knowledge to aid developing country clients. 3. The tutor's inputs which suggested potential interventions like developing an online database, encouraging thematic groups to focus on problems, and examining processes to improve service and encourage innovation. The tutor also discussed applying knowledge centrally to the World Bank's core business.

1. Seminar: The Nature of
Knowing
Topic Number:2
Analysis 1: Evidence and the Nature of Knowledge
in the Digital Age

2. 2
• Advising on Knowledge Management activities
• Applying Knowledge Management principles
and practice
• Appreciating the strategic use of knowledge in
a corporate setting
Learning outcomes
of this Seminar

3. 3
Reading & Activity
Need to read:
World Bank Case Study
Pages 54 and 56 in Jashapara (2011)
Get into groups and discuss the following
questions ready to present to the class

4. Questions
1)What advice would you give Bruno Laporte on
potential interventions for the next phase of growth in
the World Bank’s knowledge management activities?
2) How could knowledge management activities be
applied more centrally to the World Bank’s core
business?
3) What interventions would allow the World Bank’s
knowledge to be used strategically for the aid of clients
in developing countries?

5. Tutor’s Input
1) What advice would you give Bruno Laporte on potential interventions for
the next phase of growth in the World Bank’s knowledge management
activities?
• Developing a video-based searchable online database of lessons learnt, stories and
‘know how’; like a World Bank’s corporate ‘You Tube’
• Encouraging thematic groups to be more focused on organisational and Cliental
problems
• Developing current portal to allow access and interaction with external partners,
especially clients

6. Tutor’s Input
1) What advice would you give Bruno Laporte on potential interventions
for the next phase of growth in the World Bank’s knowledge
management activities?
Including external partners and Clients with thematic groups where possible, or
engaging World Bank employees in external communities of practice (CoP)
Conducting an independent review of training and development interventions and
examining areas for improvement to allow greater application of knowledge on core
business activities

7. Tutor’s Input
2) How could knowledge management activities be applied more centrally
to the World Bank’s core business?
• Leadership at senior and middle management levels to ensure
organisational knowledge processes are focussed in core business areas
• Reviewing knowledge repositories to ensure that they are focused
primarily towards poverty reduction and ensuring repository gatekeepers
keep this focus for future entries, viz. helping the poorest people in the
poorest nations
• Eliminating unnecessary knowledge processes that add to overall costs

8. Tutor’s Input
2) How could knowledge management activities be applied more centrally
to the World Bank’s core business?
Eliminating unnecessary knowledge processes that add to overall costs
Improving speed of knowledge processes linked to core business
Examining current procedures and practices to see if quality of service to
clients in developing countries can be improved through various feedback
loops (single- and double-loop)
Encouraging innovation by testing out new approaches that focus knowledge
processes more on core business and clients

9. Tutor’s Input
3) What interventions would allow the World Bank’s knowledge to be used
strategically for the aid of clients in developing countries?
• Nigeria national transport strategy was an excellent example of how
knowledge from different parts of the world can be used strategically
• Try to encourage thematic groups to look at Client problems around the
world rather than becoming talking shops
• Try to integrate advisory groups with thematic groups and focus on Client
problems

10. Tutor’s Input
3) What interventions would allow the World Bank’s knowledge to be used
strategically for the aid of clients in developing countries?
Look at reward mechanisms for employee contributions that strategically help
clients
Look at recognition awards for outstanding contributions
Examine training and development interventions to encourage employees to
use their knowledge strategically for Clients

11. Questions

12. End of Seminar
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© Pearson College 2013