Appendix 5: Learning Lessons in ADB: Framework for Assessment
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Appendix 5 LEARNING LESSONS IN ADB: FRAMEWORK FOR ASSESSMENT (continued) Table A5.2: Knowledge Management Risk Factors (continued)
Although collaboration is encouraged and partially rewarded, there is also a level of reward for internal competition. As a result, people are subjected to conflicting motivational pressures.
ADB drives performance through internal competition. Individuals, teams, and business units are rewarded through competition and there are no incentives to collaborate and share.
Although some elements of a performance management system are in place, this is by no means uniform or rigorously applied.
There are no clear targets, no measurement of performance, and no clear linkage between reward and measurable performance.
Some parts of ADB work in projects and on teams but many parts do not.
There is very little project work or team work. Most staff are individual contributors.
There is a degree of empowerment but there are still many instances of a command-and-control approach.
The culture is one of command and control. The majority of decisions are escalated to management.
Sponsorship rests at the divisional level rather than the highest executive levels. A high-level sponsor may exists but is not providing active championship.
There is no high-level sponsor. Knowledge management is pushed from below, not from above.
A team may exist but may lack resources, budget, or experienced leadership, or may be at the wrong level to effect organizational change.
There is no single accountable person or dedicated team. Knowledge management is delivered as an ad hoc project or through an informal community approach.
Although all elements are being addressed, there is a significant bias towards one (viz., technology, or processes, or communities, or knowledge bases, etc.).
The approach to knowledge management is skewed toward introduction of new technology, communities of practice, explicit knowledge capture, etc. to the exclusion of the other elements of knowledge management.
Some level of assessment has been conducted, but this was either self-administered, or hurried, or did not lead to a list of actions.
There has been no external assessment. Knowledge management interventions are driven by a subjective internal perception of what is needed.
There is a knowledge management strategy, but it is either high-level, incomplete, or does not feed through into a clear implementation plan.
There is no knowledge management strategy. Individual knowledge management interventions are not selected within a strategic framework.
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Organizational
Red
Cultural
Yellow
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