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Knowledge Management Strategies
Implementing Knowledge Strategies: Lessons from international development agenciesSummary:Working Paper by Ben Ramalingham of ODI, published in April 2005. Download:
strategies.pdf
Knowledge Sharing, Communities of Practice, and Organizational Change at the World Bank GroupSummary: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. Download:CIDA KM StrategySummary: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. Download:
logic_model_&_PMF_plus_covdoc,_fin-e.doc
Action Review of Knowledge Management: Report and RecommendationsSummary: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. Download:Implementing Knowledge Management at the Education Sector of the World BankSummary:A case study that examines the change that took place in the organizational culture of one particular sector of the World Bank. Download:
by_decry_or_choice.pdf
Sharing is Caring... Knowledge Sharing Strategy PaperSummary:UNFPA's Knowledge Sharing Strategy (May 2002). Download:
ks_strategy.doc
Sharing Knowledge: Innovations and Remaining ChallengesSummary: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. Download:
knowledge_evaluation.pdf
· Where do you start and what is the process to develop a strategy? (974 reads) Knowledge Management cannot exist in isolation from the organisation and so must start with the corporate plan - the document or process that describes what the organisation want to achieve for the future. Business drivers or metrics are then identified - these could be high level such as - ensuring we have a future role in a changing world - or specific such as 'reversing our downward trend in revenue per head of staff'. The Knowledge Manager should agree at an early stage what 'Knowledge' is depending on the organisational structure and culture. For some, little more than an information sharing and organisational learning strategy will deliver significant early results. For other, more sophisticated organisations, an attempt at capturing 'tacit knowledge' - the way information is used by an individual - may be an appropriately ambitious strategy. Also where is KM going to impact - is it a field-based initiative that serves actual development knowledge to the recipient countries or is it an organisational initiative to improve the effectiveness of the NGO - the two strands are very different. The next stage is identifying the barriers to success. For instance the lack of a formal metadata or taxonomy structure could severely hinder information sharing. On a more human level, lack of communication between teams and departments may prove critical prior to any KM initiatives. From the barriers to success, key initial actions can be identified (see example below) and work begins. Too many KM initiatives become interesting academic studies. Key initial actions ensure a quick start to the project. But as with any successful business plan, the KM strategy becomes a living document. The first step is a needs analysis. Knowledge needs to be relevant and actionable to each person in the organisation. A bottom-up approach of understanding the information inputs an individual will experience, together with the outputs they will produce, allows the knowledge manager to establish how examples of best practice can be presented and who the practitioners are. Another useful step is early identification of knowledge champions - people who will buy into your vision for change and help you evangelise knowledge throughout the organisation. Whilst it is impossible to fully do justice to the question in a short space, our key recommendations are:
Key Initial Actions Example
· What are the elements of a KM strategy? (1118 reads)
3 major element of KM Strategy:
· Why would you develop a KM strategy? (939 reads) The reason to develop a strategy for KM can vary among organizations. In some organizations the starting point might be a decision by the top management that knowledge management is important. In other organizations a strategy for KM can also be a vehicle to inform and convince the top management on the importance of knowledge management. A strategy for KM articulates the organization's vision for what will achieve through knowledge management, as well as providing a concrete structure and processes. A strategy for KM will ideally function like a magnet that orients and focuses the energies of the organization and their partners. The strategy also serves to strengthen, legitimize and give weight to the position of KM managers and of KM within the organization. The value of developing a strategy lies as much in the process as the final product. As a result, it is important to that people impacted by the strategy are engaged in the various stages of its development. This establishes a common understanding and facilitates a sense of ownership for the strategy during its implementation. The final product gives a framework for operationalizing KM and is an important precondition for effective monitoring and evaluation. In addition, it is a useful instrument for external communication.
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