Scribd Logo
Upload

Welcome to Scribd!

  • 49 views

    Knowledge Management in ADB

    Uploaded by

    tceterex
    Knowledge management (KM) aims to gather, categorize, store, and spread organizational knowledge for sustainable growth. The Asian Development Bank (ADB) adopted KM to become a learning organization that maximizes its knowledge resources. Key KM outcomes for ADB include better knowledge transfer, new ideas, avoiding duplicating work, and identifying changes. ADB's KM framework includes actions like improving the organizational culture, knowledge products and services, business processes and IT, communities of practice, and outreach. The goal is for ADB to become a leading knowledge organization in the region.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd

    Knowledge Management in ADB

    Uploaded by

    tceterex
    49 views20 pages
    Knowledge management (KM) aims to gather, categorize, store, and spread organizational knowledge for sustainable growth. The Asian Development Bank (ADB) adopted KM to become a learning organization that maximizes its knowledge resources. Key KM outcomes for ADB include better knowledge transfer, new ideas, avoiding duplicating work, and identifying changes. ADB's KM framework includes actions like improving the organizational culture, knowledge products and services, business processes and IT, communities of practice, and outreach. The goal is for ADB to become a leading knowledge organization in the region.

    Original Description:

    dfe

    Original Title

    km-in-adb

    Copyright

    © Attribution Non-Commercial (BY-NC)

    Available Formats

    PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    Knowledge management (KM) aims to gather, categorize, store, and spread organizational knowledge for sustainable growth. The Asian Development Bank (ADB) adopted KM to become a learning organization that maximizes its knowledge resources. Key KM outcomes for ADB include better knowledge transfer, new ideas, avoiding duplicating work, and identifying changes. ADB's KM framework includes actions like improving the organizational culture, knowledge products and services, business processes and IT, communities of practice, and outreach. The goal is for ADB to become a leading knowledge organization in the region.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    49 views20 pages

    Knowledge Management in ADB

    Uploaded by

    tceterex
    Knowledge management (KM) aims to gather, categorize, store, and spread organizational knowledge for sustainable growth. The Asian Development Bank (ADB) adopted KM to become a learning organization that maximizes its knowledge resources. Key KM outcomes for ADB include better knowledge transfer, new ideas, avoiding duplicating work, and identifying changes. ADB's KM framework includes actions like improving the organizational culture, knowledge products and services, business processes and IT, communities of practice, and outreach. The goal is for ADB to become a leading knowledge organization in the region.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 20

    Knowledge Management in ADB

    Outline

    What is Knowledge Management (KM) Vision Why adopt KM in ADB Action plans Outcome

    What Is Knowledge Management?


    ..is fast emerging as a core strategy, that organizations worldwide [profit and non-profit] are adopting to manage and leverage the organizational knowledge [systems-staff] for sustainable growth ..Purpose of KM is to gather, categorize, store and spread all knowledge that is needed to make the organization both grow and prosper It is not as much a technology change as it is a cultural change, but technology is a primary enabler of KM practices

    Why KM

    (better) Informed people Faster execution of work (quality, re-use) Build capacity (institutional memory) Good Practices (lessons learned) Outreach (inform clients, demand)

    Why ADB should adopt KM


    ADB must become a learning institution maximizing the use of its vast knowledge and drawing upon resources, skills, and expertise both inside and outside the organization --Long Term Strategic Framework, ADB Knowledge has perhaps become the most important factor determining the standard of living. --World Development Report, 1998

    Outcome of KM

    Better knowledge transfer in the execution of projects (faster up to speed, quality) Unleashes new ideas and creativity Supports business drive to become a learning organization-accelerates learning and avoids reinventing the wheel CoPs better placed to identify and implement change Knowledge harvesting

    ADBs Knowledge

    Staff experiences Economic products (such as country economic reports) Sectoral products (such as sector and policy analyses) Thematic products (such as Public Sector Development)

    Vision

    Presidents speech 2005 "ADB must also assume an even more proactive role as catalyst, as well as coordinator, for regional cooperation and integration -- a special and unique mission of a regional development bank. In coming years, ADB should also work toward advancing regional economic integration as a knowledge leader." "ADBs role as a knowledge leader for regional economic integration also needs to be expanded. The research function of ADB can be further strengthened through greater synergy between related departments and offices, and with academic research institutions throughout the region."

    Feedback staff and DMCs


    Consultation ADB Staff 2003 Feedback from DMCs


    Disseminate and share knowledge with DMCs Support transition to Learning organization Improve knowledge on thematic and Sector activities Enhance institutional capacity versus individual capacity If ADB would know what it knows..

    Enablers and Barriers include


    Enablers

    Barriers

    The quality of our people Public Communications Policy External drivers-client demands to get better The pool of untapped knowledge Intranet and e-mail Library KM framework Competency framework

    Lack of tactical implementation of KMf Time/availability ISTS II running late Management do not walk the talk KM not seen as part of core business activity Not part of individual performance targets

    Enablers of knowledge management


    organisational enablers

    which develop and sustain an environment where individual and organisational learning and intelligence flourishes which develop and maintain processes for the more effective creation, dissemination and exploitation of knowledge which provide tools and techniques to capture, create, structure, communicate and effectively exploit knowledge

    process enablers

    30% Processes Enablers

    20% Technology Enablers

    technology enablers

    50% Organisational Enablers

    KM Action programs
    AD Bs res pr ear og ch ram (K

    l Cu

    M HR / e tur

    PS )

    Com mun it

    n tio a in ing m e s pply s i D da an

    ies of P r

    ss sine u B and ses T C I es proc


    acti ces

    KMf Action 1: Organizational Culture


    Communications and training Empowerment of users Encouraging knowledge contributions KM in Work plans

    KMf Action 2: Knowledge Products & Services


    Departmental and divisional work plans ADB wide KPS program (incl. ADBI) Publications After Action Reviews

    KMf Action 3: Business process and IT


    Knowledge capture in work processes Skills and Experience database Knowledge Summaries/ abstracts Search and Retrieval Enterprise Portal Personal Homepage Statistical databases Geographical information systems

    KMf Action 4: Communities of Practice


    Collaboration environment External Networks/ research organizations Sector/Thematic reports/ strategic thinking Teamwork

    KM Help Desk (new)


    What is KM Help Desk?


    Provides an information fact finding, rudimentary research service on a fast response time basis to operational and nonoperational teams Supplements the reference and research capabilities of the Librarys services with analysis provided by thematic or sector specialists or external consultants

    KMf Action 5: Outreach


    Research papers Improved communication to DMCs Bridging DMCs Connections to academia/ external networks Knowledge Hubs (new)

    Related strategies

    HR Strategy

    Rewards and Incentives change management Content Management, search, smart templates, Intranet harmonization, change management Identified sponsor knowledge sharing and disseminating KM harmonization with other development organizations

    ISTS-II

    Public Communications Policy


    Results Based Management


    KM Outcome
    ADBs research (KPS) program Culture/ HRM ICT and Business processes

    Dissemination and applying

    Communities of Practices

    You might also like