building a knowledge-centric organization (for print)

8/2/2019 Building a Knowledge-Centric Organization (For Print)

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OLIVIER SERRATPrincipal Knowledge Management Specialist

Knowledge Management CenterRegional and Sustainable Development Department

Asian Development Bank

Organization, People, Knowledge, and Technology for Learning

BUILDING A

KNOWLEDGE-CENTRIC

ORGANIZATION


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1ORGANIZATION, PEOPLE, KNOWLEDGE, AND TECHNOLOGY FOR LEARNING

BUILDING A KNOWLEDGE-CENTRIC ORGANIZATIO

Knowledge management is the explicit and systematic management o processesenabling vital individual and collective knowledge resources to be identied, created,stored, shared, and used or benet.

It is the usion o inormation management and organizational learning.

It is about providing the right knowledge to the right people at the right time, andhelping them apply it in ways that improve organizational perormance.

Core knowledge management activities should be aligned with the business

processes o an organization. They should be balanced according to the specicities o each process. A knowledge management solution should not just ocus on one or two activities

in isolation.

WHAT IS KNOWLEDGE MANAGEMENT?

CORE KNOWLEDGEACTIVITIES


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A learning organization acquires knowledge and innovates ast enough to survive andthrive in a rapidly changing environment.

LEARNING ORGANIZATIONS

Are built around peopletheir know-what, know-how, and know-whyand centered on human interaction and community building;

Encourage and support critical thinking;

Allow mistakes and value risk taking;

Highlight experience as the source o learning; and Disseminate new knowledge or incorporation in day-to-day activities.

The Most Admired Knowledge Enterprises (MAKE) Knowledge ManagementImplementation Model species that organizations implementing knowledge strategies

generally go through 5 stages:

Stage 1: Pre-ImplementationStage 2: ImplementationStage 3: Reinvigoration

Stage 4: InculcationStage 5: Holistic

The process can take anything rom 12-15 years or non-prot, public sectororganizations such as ADB.

THE LEARNINGORGANIZATION

LEVELS OFKNOWLEDGE

MANAGEMENTMATURITY


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PRE-IMPLEMENTATIONINITIATE KNOWLEDGE MANAGEMENT AND LEARNING

AWARENESS

Websites Publications Blogs, Tweets Podcasts

Multimedia products

E-mail alerts


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STRATEGY KNOWLEDGE MANAGEMENT IN ADB moves ADB to improve its organizationalculture, management systems, business processes and inormation technologysolutions, communities o practice, and learning and development mechanisms.

ENHANCING KNOWLEDGE MANAGEMENT UNDER STRATEGY 2020: ACTION PLANFOR 2009-2011 delivers knowledge solutions and knowledge services rom ourstrategic thrusts.


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Sharpening the Knowledge Focus

in ADBs Operations

(Add value at regional, country,

and project levels)

Further Enhancing Sta Learning

and Skills Development

(Enhance opportunities

or sta to learn)

Empowering the Communitieso Practice

(Collaborate or knowledgegeneration and sharing)

Strengthening External KnowledgePartnerships

(Align and leverageexternal knowledge)




TARGET AREAS

KNOWLEDGETAXONOMY

A STUDY OF ADBS KNOWLEDGE TAXONOMY

The study aimed to explore, recommend, and drawimplications rom a classication o knowledge

products and services that improves ADBsorganizational eciency.


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BENCHMARKING STUDY OF INFORMATION ON KNOWLEDGEMANAGEMENT AND COMMUNICATION IN CPSS,RRPS, AND TA REPORTSThe study aimed to ascertain the degree to

which inormation on knowledge managementand communication is represented incountry partnership strategies, reports andrecommendations o the President, and technical

assistance reports.

SURVEY OF AUDIENCES OF THE KNOWLEDGE MANAGEMENTAND LEARNING WEB PAGESThis ongoing survey aims to urther improve the Knowledge Management and Learning

web pages and ascertain the useulness o its online products.


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BENCHMARKING LEARNING FOR CHANGE SURVEYThis biennial survey aims to examineorganizational learning against the oursubsystems o a learning organization:

Organization; People; Knowledge; and

Technology.

The survey gauges progress toward creating andsustaining a learning organization.

SURVEY OF DEMAND FOR ADB KNOWLEDGEPRODUCTS THROUGH RESIDENT AND REGIONALMISSIONS

The survey aimed to ascertain what ADBknowledge products in-country audiences requestrom Resident and Regional Missions specically

What knowledge products are being soughtand how oten;

Which parties seek them and in what ormat;and

Whether Resident and Regional Missions areable to meet in-country demand.

ADB PERCEPTIONS SURVEYThis triennial survey aims to gauge stakeholders

perceptions o ADBs mission to help reducepoverty and contribute to development in Asia andthe Pacic.

The survey canvasses 900 opinion leaders in 31

member countries, drawn rom a broad cross-section o stakeholders in government, media,

civil society, academia, the private sector, anddevelopment partners.


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IMPLEMENTATIONDEVELOP KNOWLEDGE MANAGEMENT AND LEARNING

INFORMATION ANDCOMMUNICATION

TECHNOLOGIES


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INFORMATION ANDCOMMUNICATION

TECHNOLOGIES


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KNOWLEDGE MANAGEMENT AND LEARNING SERIESThe series aims to reinorce the ability o sta, particularly those in operations, tounderstand the principles and practice o individual and collective learning andstrengthen their perormance within this conceptual ramework.

ORGANIZATIONALDESIGN, CULTURE,

AND LEARNING

HANDLE WITH KNOWLEDGE FLASH ANIMATIONSThe Flash learning modules aim to capture the essential concepts o Knowledge

Solutions reerred to in the Knowledge Management and Learning Series with ocuson: Learning in Teams; Refective Practice;

Learning romEvaluation; and

Learning in Partnerships


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ORGANIZATIONALDESIGN, CULTURE,

AND LEARNING

LEARNING FOR CHANGE PRIMERSThe primers aim to raise in-house awareness o and capacity in Leveraging knowledge with ICT; Strengthening communities o practice;

Knowledge management and learning essentials; Managing knowledge at work; Building a learning organization; and

Designing knowledge partnerships better.

ROLES AND FUNCTIONS FOR KNOWLEDGE MANAGEMENT

COORDINATIONThe rationalized roles and unctions or knowledge managementcoordination

are anchored in: Sharpening the knowledge ocus in ADBs operations; Empowering the communities o practice;

Strengthening external knowledge partnerships; Further enhancing sta learning and skills development; and Promoting knowledge management and learning.


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COMMUNITIESAND NETWORKS

OF PRACTICEAND LEARNING

ALLIANCES

RSDD AGGREGATORThe i.promtp.u alert is a single-entry platorm that gathers and consolidates CoPknowledge products, news, and events.

ANNUAL AND TRIENNIAL SECTOR AND THEMATIC REPORTS

Highlights o sector and thematic reports are posted in adb.org and on the CoP tab inMyADB.

GUIDELINES FOR KNOWLEDGEPARTNERSHIPS

The guidelines inorm ADBs eorts tostrengthen existing and design new

external knowledge partnerships.


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ALLIANCES

ENHANCE INTERNAL AND EXTERNAL KNOWLEDGE PARTNERSHIPS Presentations on topical knowledge management and learning issues are

organized or stakeholders and partners. Participation in international events are maintained to urther establish and

strengthen linkages with knowledge management practitioners worldwide.


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ALLIANCES

GLOBAL KNOWLEDGE EXCHANGE NETWORK

Collaborate with the Global Knowledge Exchange social network sponsored by theHarvard Business School and the Copenhagen Business School.

MANAGEMENT OF MEMBERSHIP TO THE KNOW NETWORKThe KNOW Network oers individual members unlimited access to MAKE studies,the networks e-newsletter, best knowledge practices, proprietary databases,and digital library resources; and a link to knowledge management practitioners

around the world.


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REINVIGORATIONSTANDARDIZE KNOWLEDGE MANAGEMENT AND LEARNING

PILOTS ANDMEASURES

ADB SUSTAINABLE DEVELOPMENT TIMELINEA brochure and an interactive multimedia documentary aim to highlight

the milestones that marked the journey o ADB in promoting sustainabledevelopment in Asia and the Pacic.

BUILDING NARRATIVE CAPACITY IN ADBStorytelling is leveraged as a tool to preserveADBs institutional memory, and develop

capacity in support o the KnowledgeManagement Action Plan, 2009-2011.


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GENERATE KNOWLEDGE SHOWCASESThe series highlights innovative ideas rom project and knowledge products to promoteurther discussion and research.

PILOTS ANDMEASURES


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CHANGEMANAGEMENT

MOST ADMIRED KNOWLEDGE ENTERPRISES SURVEY

This annual survey gauges sta perceptions o knowledge managementbenchmarked against eight MAKE knowledge perormance dimensions.

The 2010 survey results revealed that ADB had successully transitioned

rom Stage 2 (Implementation) to Stage 3 (Reinvigoration).

In 2011, survey results revealed that ADB had transitioned rom Stage 3

(Reinvigoration) to Stage 4 (Inculcation). ADB was recognizedas a 2011 Asian MAKE Winner at the 12th World Knowledge Forumheld in Seoul, Republic o Korea, in October 2011.

SURVEY OF ADB-HOSTEDCOMMUNITIES OF PRACTICE

This biennial survey aims to assessthe current status o CoPs in ADB

and recommend ways to enhanceperormance.


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OPTIMIZE KNOWLEDGE MANAGEMENT AND LEARNINGINCULCATION

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HOLISTICINNOVATE KNOWLEDGE MANAGEMENT AND LEARNING


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THE PROMISE OF

KNOWLEDGE MANAGEMENT AND LEARNING


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ADBs vision is an Asia and Pacic region ree o poverty. Its mission is to help its

developing member countries reduce poverty and improve the quality o lie o their

people. Despite the regions many successes, it remains home to two-thirds o the

worlds poor: 1.8 billion people who live on less than $2 a day, with 903 million struggling

on less than $1.25 a day. ADB is committed to reducing poverty through inclusive

economic growth, environmentally sustainable growth, and regional integration.

Based in Manila, ADB is owned by 67 members, including 48 rom the region. Its main

instruments or helping its developing member countries are policy dialogue, loans,equity investments, guarantees, grants, and technical assistance.

For more inormation, contact

Knowledge Management Center

Asian Development Bank

6 ADB Avenue, Mandaluyong City

1550 Metro Manila, Philippines

Tel +63 2 632 6710Fax +63 2 632 5264

[email protected]

www.adb.org/knowledge-management/

ABOUT THE ASIAN DEVELOPMENT BANK

Knowledge Primers serve as quick introductions to knowledge management

and learning applications in development work. In an attractive package,

they are suitable or interactive presentations and sel-learning or action.

They are oered as resources to ADB sta. They may also appeal to the development

community and people having interest in knowledge and learning.

building a knowledge-centric organization (for print)

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