Building a Knowledge-Centric Organization

BUILDING A KNOWLEDGE-CENTRIC ORGANIZATION Organization, People, Knowledge, and Technology for Learning

OLIVIER SERRAT

Principal Knowledge Management Specialist Knowledge Management Center Regional and Sustainable Development Department Asian Development Bank

BUILDING A KNOWLEDGE-CENTRIC ORGANIZATION

WHAT IS KNOWLEDGE MANAGEMENT? Knowledge management is the explicit and systematic management of processes enabling vital individual and collective knowledge resources to be identified, created, stored, shared, and used for benefit.

It is the fusion of information management and organizational learning.

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

CORE KNOWLEDGE ACTIVITIES

• • •

Core knowledge management activities should be aligned with the business processes of an organization.

They should be balanced according to the specificities of each process.

A knowledge management solution should not just focus on one or two activities in isolation.

ORGANIZATION, PEOPLE, KNOWLEDGE, AND TECHNOLOGY FOR LEARNING

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BUILDING A KNOWLEDGE-CENTRIC ORGANIZATION

THE LEARNING ORGANIZATION

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

LEARNING ORGANIZATIONS • Are built around people—their know-what, know-how, and know-why —and centered on human interaction and community building; • Encourage and support critical thinking; • Allow mistakes and value risk taking; • Highlight experience as the source of learning; and • Disseminate new knowledge for incorporation in day-to-day activities.

LEVELS OF KNOWLEDGE MANAGEMENT MATURITY

The Most Admired Knowledge Enterprises (MAKE) Knowledge Management Implementation Model specifies that organizations implementing knowledge strategies generally go through 5 stages: Stage 1: Pre-Implementation Stage 2: Implementation Stage 3: Reinvigoration Stage 4: Inculcation Stage 5: Holistic The process can take anything from 12-15 years for non-profit, public sector organizations such as ADB.

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BUILDING A KNOWLEDGE-CENTRIC ORGANIZATION

PRE-IMPLEMENTATION

INITIATE KNOWLEDGE MANAGEMENT AND LEARNING AWARENESS

• • • • • •

Websites Publications Blogs, Tweets Podcasts Multimedia products E-mail alerts

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BUILDING A KNOWLEDGE-CENTRIC ORGANIZATION

PRE-IMPLEMENTATION

INITIATE KNOWLEDGE MANAGEMENT AND LEARNING STRATEGY

KNOWLEDGE MANAGEMENT IN ADB moves ADB to improve its organizational culture, management systems, business processes and information technology solutions, communities of practice, and learning and development mechanisms.

ENHANCING KNOWLEDGE MANAGEMENT UNDER STRATEGY 2020: ACTION PLAN FOR 2009-2011 delivers knowledge solutions and knowledge services from four strategic thrusts.

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BUILDING A KNOWLEDGE-CENTRIC ORGANIZATION

PRE-IMPLEMENTATION

INITIATE KNOWLEDGE MANAGEMENT AND LEARNING TARGET AREAS

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)

KNOWLEDGE TAXONOMY

A STUDY OF ADB’S KNOWLEDGE TAXONOMY The study aimed to explore, recommend, and draw implications from a classification of knowledge products and services that improves ADB’s organizational efficiency.

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BUILDING A KNOWLEDGE-CENTRIC ORGANIZATION

PRE-IMPLEMENTATION

INITIATE KNOWLEDGE MANAGEMENT AND LEARNING BENCHMARKING

STUDY OF INFORMATION ON KNOWLEDGE MANAGEMENT AND COMMUNICATION IN CPSs, RRPs, AND TA REPORTS The study aimed to ascertain the degree to which information on knowledge management and communication is represented in country partnership strategies, reports and recommendations of the President, and technical assistance reports.

SURVEY OF AUDIENCES OF THE KNOWLEDGE MANAGEMENT AND LEARNING WEB PAGES This ongoing survey aims to further improve the Knowledge Management and Learning web pages and ascertain the usefulness of its online products.

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BUILDING A KNOWLEDGE-CENTRIC ORGANIZATION

PRE-IMPLEMENTATION

INITIATE KNOWLEDGE MANAGEMENT AND LEARNING BENCHMARKING

LEARNING FOR CHANGE SURVEY This biennial survey aims to examine organizational learning against the four subsystems of a learning organization: • Organization; • People; • Knowledge; and • Technology.

The survey gauges progress toward creating and sustaining a learning organization.

SURVEY OF DEMAND FOR ADB KNOWLEDGE PRODUCTS THROUGH RESIDENT AND REGIONAL MISSIONS The survey aimed to ascertain what ADB knowledge products in-country audiences request from Resident and Regional Missions specifically • What knowledge products are being sought and how often; • Which parties seek them and in what format; and • Whether Resident and Regional Missions are able to meet in-country demand.

ADB PERCEPTIONS SURVEY This triennial survey aims to gauge stakeholders’ perceptions of ADB’s mission to help reduce poverty and contribute to development in Asia and the Pacific.

The survey canvasses 900 opinion leaders in 31 member countries, drawn from a broad crosssection of stakeholders in government, media, civil society, academia, the private sector, and development partners.

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BUILDING A KNOWLEDGE-CENTRIC ORGANIZATION

IMPLEMENTATION

DEVELOP KNOWLEDGE MANAGEMENT AND LEARNING INFORMATION AND COMMUNICATION TECHNOLOGIES

ORGANIZATION, PEOPLE, KNOWLEDGE, AND TECHNOLOGY FOR LEARNING

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BUILDING A KNOWLEDGE-CENTRIC ORGANIZATION

IMPLEMENTATION

DEVELOP KNOWLEDGE MANAGEMENT AND LEARNING INFORMATION AND COMMUNICATION TECHNOLOGIES

ORGANIZATION, PEOPLE, KNOWLEDGE, AND TECHNOLOGY FOR LEARNING

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BUILDING A KNOWLEDGE-CENTRIC ORGANIZATION

IMPLEMENTATION

DEVELOP KNOWLEDGE MANAGEMENT AND LEARNING ORGANIZATIONAL DESIGN, CULTURE, AND LEARNING

KNOWLEDGE MANAGEMENT AND LEARNING SERIES The series aims to reinforce the ability of staff, particularly those in operations, to understand the principles and practice of individual and collective learning and strengthen their performance within this conceptual framework.

HANDLE WITH KNOWLEDGE FLASH ANIMATIONS The Flash learning modules aim to capture the essential concepts of Knowledge Solutions referred to in the Knowledge Management and Learning Series with focus on: • Learning in Teams; • Reflective Practice; • Learning from Evaluation; and • Learning in Partnerships

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BUILDING A KNOWLEDGE-CENTRIC ORGANIZATION

IMPLEMENTATION

DEVELOP KNOWLEDGE MANAGEMENT AND LEARNING ORGANIZATIONAL DESIGN, CULTURE, AND LEARNING

LEARNING FOR CHANGE PRIMERS The primers aim to raise in-house awareness of and capacity in • Leveraging knowledge with ICT; • Strengthening communities of 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 COORDINATION The rationalized roles and functions for knowledge management coordination are anchored in: • Sharpening the knowledge focus in ADB’s operations; • Empowering the communities of practice; • Strengthening external knowledge partnerships; • Further enhancing staff learning and skills development; and • Promoting knowledge management and learning.

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BUILDING A KNOWLEDGE-CENTRIC ORGANIZATION

IMPLEMENTATION

DEVELOP KNOWLEDGE MANAGEMENT AND LEARNING COMMUNITIES AND NETWORKS OF PRACTICE AND LEARNING ALLIANCES

RSDD AGGREGATOR The i.promtp.u alert is a single-entry platform that gathers and consolidates CoP knowledge products, news, and events.

ANNUAL AND TRIENNIAL SECTOR AND THEMATIC REPORTS Highlights of sector and thematic reports are posted in adb.org and on the CoP tab in MyADB.

GUIDELINES FOR KNOWLEDGE PARTNERSHIPS The guidelines inform ADB’s efforts to strengthen existing and design new external knowledge partnerships.

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BUILDING A KNOWLEDGE-CENTRIC ORGANIZATION

IMPLEMENTATION

DEVELOP KNOWLEDGE MANAGEMENT AND LEARNING COMMUNITIES AND NETWORKS OF PRACTICE AND LEARNING ALLIANCES

ENHANCE INTERNAL AND EXTERNAL KNOWLEDGE PARTNERSHIPS • Presentations on topical knowledge management and learning issues are organized for stakeholders and partners.

• Participation in international events are maintained to further establish and strengthen linkages with knowledge management practitioners worldwide.

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BUILDING A KNOWLEDGE-CENTRIC ORGANIZATION

IMPLEMENTATION

DEVELOP KNOWLEDGE MANAGEMENT AND LEARNING COMMUNITIES AND NETWORKS OF PRACTICE AND LEARNING ALLIANCES

MANAGEMENT OF MEMBERSHIP TO THE KNOW NETWORK The KNOW Network offers individual members unlimited access to MAKE studies, the network’s e-newsletter, best knowledge practices, proprietary databases, and digital library resources; and a link to knowledge management practitioners around the world.

GLOBAL KNOWLEDGE EXCHANGE NETWORK Collaborate with the Global Knowledge Exchange social network sponsored by the Harvard Business School and the Copenhagen Business School.

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BUILDING A KNOWLEDGE-CENTRIC ORGANIZATION

REINVIGORATION

STANDARDIZE KNOWLEDGE MANAGEMENT AND LEARNING PILOTS AND MEASURES

BUILDING NARRATIVE CAPACITY IN ADB Storytelling is leveraged as a tool to preserve ADB’s institutional memory, and develop capacity in support of the Knowledge Management Action Plan, 2009-2011.

ADB SUSTAINABLE DEVELOPMENT TIMELINE A brochure and an interactive multimedia documentary aim to highlight the milestones that marked the journey of ADB in promoting sustainable development in Asia and the Pacific.

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BUILDING A KNOWLEDGE-CENTRIC ORGANIZATION

REINVIGORATION

STANDARDIZE KNOWLEDGE MANAGEMENT AND LEARNING PILOTS AND MEASURES

GENERATE KNOWLEDGE SHOWCASES The series highlights innovative ideas from project and knowledge products to promote further discussion and research.

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BUILDING A KNOWLEDGE-CENTRIC ORGANIZATION

REINVIGORATION

STANDARDIZE KNOWLEDGE MANAGEMENT AND LEARNING CHANGE MANAGEMENT

SURVEY OF ADB-HOSTED COMMUNITIES OF PRACTICE This biennial survey aims to assess the current status of CoPs in ADB and recommend ways to enhance performance.

MOST ADMIRED KNOWLEDGE ENTERPRISES SURVEY This annual survey gauges staff perceptions of knowledge management benchmarked against eight MAKE knowledge performance dimensions.

The 2010 survey results revealed that ADB had successfully transitioned from Stage 2 (Implementation) to Stage 3 (Reinvigoration).

In 2011, survey results revealed that ADB had transitioned from Stage 3 (Reinvigoration) to Stage 4 (Inculcation). ADB was recognized as a 2011 Asian MAKE Winner at the 12th World Knowledge Forum held in Seoul, Republic of Korea, in October 2011.

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BUILDING A KNOWLEDGE-CENTRIC ORGANIZATION

REINVIGORATION

STANDARDIZE KNOWLEDGE MANAGEMENT AND LEARNING RESULTS-DRIVEN MANAGEMENT MODEL OWN

USE

ACT

SUPPORT

UNDERSTAND

Strong Personal Connection Intensifies

HEAR

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BUILDING A KNOWLEDGE-CENTRIC ORGANIZATION

INCULCATION

OPTIMIZE KNOWLEDGE MANAGEMENT AND LEARNING FULL IMPLEMENTATION

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WORKING IN TEAMS

We check first to see what already exists.

We connect and take opportunities to learn.

We share experience, evidence, and feedback.

EVERY SINGLE ONE OF US

I ask questions.

Inquiring minds are welcome here.

I contextualize learning to make it real.

I share personal details, roles, and skills.

ASK

ORGANIZATION, PEOPLE, KNOWLEDGE, AND TECHNOLOGY FOR LEARNING

LEARN

SHARE

We share achievements, outcomes, and pride.

We review lessons as we go and apply our learning.

We question accepted wisdom.

AS A COMMUNITY

BUILDING A KNOWLEDGE-CENTRIC ORGANIZATION

HOLISTIC

INNOVATE KNOWLEDGE MANAGEMENT AND LEARNING

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BUILDING A KNOWLEDGE-CENTRIC ORGANIZATION

THE PROMISE OF

KNOWLEDGE MANAGEMENT AND LEARNING

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ABOUT THE ASIAN DEVELOPMENT BANK ADB’s vision is an Asia and Pacific region free of poverty. Its mission is to help its developing member countries reduce poverty and improve the quality of life of their people. Despite the region’s many successes, it remains home to two-thirds of the world’s 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 from the region. Its main instruments for helping its developing member countries are policy dialogue, loans, equity investments, guarantees, grants, and technical assistance.

For more information, contact Knowledge Management Center Asian Development Bank 6 ADB Avenue, Mandaluyong City 1550 Metro Manila, Philippines Tel +63 2 632 6710 Fax +63 2 632 5264 knowledge@adb.org www.adb.org/knowledge-management/

Knowledge Primers serve as quick introductions to knowledge management and learning applications in development work. In an attractive package, they are suitable for interactive presentations and self-learning for action.

They are offered as resources to ADB staff. They may also appeal to the development community and people having interest in knowledge and learning.

© 2012 by Asian Development Bank. All rights reserved.

October 2011