Post on 15-Apr-2018
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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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2ORGANIZATION, PEOPLE, KNOWLEDGE, AND TECHNOLOGY FOR LEARNING
BUILDING A KNOWLEDGE-CENTRIC ORGANIZATIO
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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3ORGANIZATION, PEOPLE, KNOWLEDGE, AND TECHNOLOGY FOR LEARNING
BUILDING A KNOWLEDGE-CENTRIC ORGANIZATIO
PRE-IMPLEMENTATIONINITIATE KNOWLEDGE MANAGEMENT AND LEARNING
AWARENESS
Websites Publications Blogs, Tweets Podcasts
Multimedia products
E-mail alerts
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4ORGANIZATION, PEOPLE, KNOWLEDGE, AND TECHNOLOGY FOR LEARNING
BUILDING A KNOWLEDGE-CENTRIC ORGANIZATIO
PRE-IMPLEMENTATIONINITIATE KNOWLEDGE MANAGEMENT AND LEARNING
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)
5ORGANIZATION, PEOPLE, KNOWLEDGE, AND TECHNOLOGY FOR LEARNING
BUILDING A KNOWLEDGE-CENTRIC ORGANIZATIO
PRE-IMPLEMENTATIONINITIATE KNOWLEDGE MANAGEMENT AND LEARNING
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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6ORGANIZATION, PEOPLE, KNOWLEDGE, AND TECHNOLOGY FOR LEARNING
BUILDING A KNOWLEDGE-CENTRIC ORGANIZATIO
PRE-IMPLEMENTATIONINITIATE KNOWLEDGE MANAGEMENT AND LEARNING
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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7ORGANIZATION, PEOPLE, KNOWLEDGE, AND TECHNOLOGY FOR LEARNING
BUILDING A KNOWLEDGE-CENTRIC ORGANIZATIO
PRE-IMPLEMENTATIONINITIATE KNOWLEDGE MANAGEMENT AND LEARNING
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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8ORGANIZATION, PEOPLE, KNOWLEDGE, AND TECHNOLOGY FOR LEARNING
BUILDING A KNOWLEDGE-CENTRIC ORGANIZATIO
IMPLEMENTATIONDEVELOP KNOWLEDGE MANAGEMENT AND LEARNING
INFORMATION ANDCOMMUNICATION
TECHNOLOGIES
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9ORGANIZATION, PEOPLE, KNOWLEDGE, AND TECHNOLOGY FOR LEARNING
BUILDING A KNOWLEDGE-CENTRIC ORGANIZATIO
IMPLEMENTATIONDEVELOP KNOWLEDGE MANAGEMENT AND LEARNING
INFORMATION ANDCOMMUNICATION
TECHNOLOGIES
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10ORGANIZATION, PEOPLE, KNOWLEDGE, AND TECHNOLOGY FOR LEARNING
BUILDING A KNOWLEDGE-CENTRIC ORGANIZATIO
IMPLEMENTATIONDEVELOP KNOWLEDGE MANAGEMENT AND LEARNING
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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11ORGANIZATION, PEOPLE, KNOWLEDGE, AND TECHNOLOGY FOR LEARNING
BUILDING A KNOWLEDGE-CENTRIC ORGANIZATIO
IMPLEMENTATIONDEVELOP KNOWLEDGE MANAGEMENT AND LEARNING
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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12ORGANIZATION, PEOPLE, KNOWLEDGE, AND TECHNOLOGY FOR LEARNING
BUILDING A KNOWLEDGE-CENTRIC ORGANIZATIO
IMPLEMENTATIONDEVELOP KNOWLEDGE MANAGEMENT AND LEARNING
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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13ORGANIZATION, PEOPLE, KNOWLEDGE, AND TECHNOLOGY FOR LEARNING
BUILDING A KNOWLEDGE-CENTRIC ORGANIZATIO
IMPLEMENTATIONDEVELOP KNOWLEDGE MANAGEMENT AND LEARNING
COMMUNITIESAND NETWORKS
OF PRACTICEAND LEARNING
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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14ORGANIZATION, PEOPLE, KNOWLEDGE, AND TECHNOLOGY FOR LEARNING
BUILDING A KNOWLEDGE-CENTRIC ORGANIZATIO
IMPLEMENTATIONDEVELOP KNOWLEDGE MANAGEMENT AND LEARNING
COMMUNITIESAND NETWORKS
OF PRACTICEAND LEARNING
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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15ORGANIZATION, PEOPLE, KNOWLEDGE, AND TECHNOLOGY FOR LEARNING
BUILDING A KNOWLEDGE-CENTRIC ORGANIZATIO
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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16ORGANIZATION, PEOPLE, KNOWLEDGE, AND TECHNOLOGY FOR LEARNING
BUILDING A KNOWLEDGE-CENTRIC ORGANIZATIO
REINVIGORATIONSTANDARDIZE KNOWLEDGE MANAGEMENT AND LEARNING
GENERATE KNOWLEDGE SHOWCASESThe series highlights innovative ideas rom project and knowledge products to promoteurther discussion and research.
PILOTS ANDMEASURES
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17ORGANIZATION, PEOPLE, KNOWLEDGE, AND TECHNOLOGY FOR LEARNING
BUILDING A KNOWLEDGE-CENTRIC ORGANIZATIO
REINVIGORATIONSTANDARDIZE KNOWLEDGE MANAGEMENT AND LEARNING
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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18ORGANIZATION, PEOPLE, KNOWLEDGE, AND TECHNOLOGY FOR LEARNING
BUILDING A KNOWLEDGE-CENTRIC ORGANIZATIO
REINVIGORATIONSTANDARDIZE KNOWLEDGE MANAGEMENT AND LEARNING
RESULTS-DRIVENMANAGEMENT
MODEL
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19ORGANIZATION, PEOPLE, KNOWLEDGE, AND TECHNOLOGY FOR LEARNING
BUILDING A KNOWLEDGE-CENTRIC ORGANIZATIO
OPTIMIZE KNOWLEDGE MANAGEMENT AND LEARNINGINCULCATION
FULLIMPLEMENTATION
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20ORGANIZATION, PEOPLE, KNOWLEDGE, AND TECHNOLOGY FOR LEARNING
BUILDING A KNOWLEDGE-CENTRIC ORGANIZATIO
HOLISTICINNOVATE KNOWLEDGE MANAGEMENT AND LEARNING
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21ORGANIZATION, PEOPLE, KNOWLEDGE, AND TECHNOLOGY FOR LEARNING
BUILDING A KNOWLEDGE-CENTRIC ORGANIZATIO
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
knowledge@adb.org
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.