Implementing Knowledge Strategies: Lessons from international development agencies

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Working Paper by Ben Ramalingham of ODI, published in April 2005.

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Non-profit Online News Journal

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Contains an article by Kim Henderson (UNDP) on their knowledge sharing approach and "Seven KM mistakes", by Michael Gilbert.

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Knowledge Sharing, Communities of Practice, and Organizational Change at the World Bank Group

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This article by Lesley Shneier, Sr Knowledge Specialist at the World Bank, chronicles the Knowledge Management initiative from its early days through 2005. Lesley was a member of the original 5-person KM team that introduced knowledge sharing to the World Bank and grew it into a world-class institution-wide program.

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Chat Show as a Knowledge Sharing methodology

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In this approach the chat show is used as a metaphor to encourage experience sharing in an informal and fun environment. It requires minimal preparation on behalf of participants so can be set up in a workshop environment where the participants are not known to each other or the organisers.

This 2 page document provides an outline of the approach and tips for using it. If you use this approach and adapt, amend or improve it, please do let us know through the comments function.

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Knowledge Sharing Solutions for a CGIAR Without Boundaries

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Report from the Consultative Group on International Agricultural Research (CGIAR)'s first phase of a Knowledge Sharing Project in the framework of an ICT and Knowledge Management Program. The project was conducted jointly by 4 CGIAR centers (CIAT, CIFOR, CIMMYT, and IWMI), in partnership with Bellanet, and focused on 4 main areas: 1) Transforming major center events into entry points for KS, 2) uild a core team of KS champions, 3) Develop capacity in facilitation, and 4) Build an on-line toolbox to support KS initiatives.

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Knowledge: the most important capital

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PowerPoint presentation on SDC's Knowledge Sharing approach.

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DFID's KS Strategy

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DFID's KS Strategy, "Doing the Knowledge II".

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CIDA KM Strategy

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The document sets out the results expected from CIDA's Knowledge Management Initiative during the 3 year plan period (June 2002 to June 2005). The present version sets out activities for 2002-2003 and presents an analysis of risk.

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Action Review of Knowledge Management: Report and Recommendations

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As a "historic" document, the Prusack report of 1998 lays out the KM landscape at that time and contains a number of interesting observations and suggestions.

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Le partage des connaissances: méthodes, espaces et outils

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Ce tout nouveau guide est une ébauche en évolution. Nous avons choisi une série de méthodes, espaces et outils de partage des connaissances en lesquels nous croyons. Nous tentons de tranquillement les intégrer à la culture de l'ACDI, qui cherche à devenir une organisation axée sur l'apprentissage et la collaboration.

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Knowledge Sharing: Methods, Meetings and Tools

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Knowledge Sharing - Methods, Meetings and Tools was written to help CIDA employees find easy and accessible ways to share their knowledge and do their jobs better. This document is being distributed throughout the Agency. If you have any comments, ideas or suggestions to improve this document, please send them to: melanie_lambert [AT] acdi-cida.gc.ca

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Implementing Knowledge Management at the Education Sector of the World Bank

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A case study that examines the change that took place in the organizational culture of one particular sector of the World Bank.

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Sharing is Caring... Knowledge Sharing Strategy Paper

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UNFPA's Knowledge Sharing Strategy (May 2002).

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Sharing Knowledge: Innovations and Remaining Challenges

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In 1996, the World Bank made a commitment to develop a world-class knowledge management system and to improve and expand the sharing of development knowledge with clients and partners. This independent evaluation finds that while the initiative has allowed staff, clients, and partners to have faster and easier access to Bank knowledge, the new knowledge sharing activities have not been tightly linked to the Bank’s core lending and non-lending processes. As a result, their impact on Bank development effectiveness has been limited. Now entering the seventh year of its knowledge initiative, the Bank needs to move deliberately to embed knowledge sharing processes in its core business processes and manage its knowledge services for results.

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