the world bank - a best in class in km - front | · pdf filethe world bank a best in class in...

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EIRMA SIG III MeetingPh.Drouillon – KM Team Paris, 8 November 2002

TheThe WorldWorld BankBank

A A bestbest inin classclass in KMin KM

Phil Drouillon Solvay S.A.

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Why Presenting the World Bank ?

AtAt leastleast twotwo goodgood reasonsreasons ::

•• TheThe WorldWorld BankBank isis a a pionneerpionneer in in thethe structuringstructuringandand networkingnetworking processprocess ofof CommunitiesCommunities ofofPracticePractice

•• TheThe WorldWorld BankBank isis consideredconsidered as a Best Inas a Best In ClassClass(BIC) in a (BIC) in a currentlycurrently ongoingongoing APQC benchmark APQC benchmark focusedfocused on «on «UsingUsing KM to drive InnovationKM to drive Innovation »»OtherOther BIC BIC companiescompanies involvedinvolved in in thethe APQC APQC Benchmark : Boeing, Nasa, Schlumberger, 3M, Benchmark : Boeing, Nasa, Schlumberger, 3M, Millenium, …)Millenium, …)

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Solvay and the World Bank …

… … sustainedsustained contacts contacts withwith WB experts :WB experts :

•• Steve Steve DenningDenning, , formerlyformerly headhead ofof thethe AfricaAfrica RegionRegion andand oneone whowhopromotedpromoted KM in KM in thethe WBWB

•• Michel PommierMichel Pommier, former leader , former leader ofof thethe KnowledgeKnowledge SharingSharing programprogramatat thethe WBWB

•• BrunoBruno LaporteLaporte, , currentlycurrently headhead ofof thethe KnowledgeKnowledge SharingSharing ProgramProgram•• Erik Caldwell JohnsonErik Caldwell Johnson , , coordinatorcoordinator ofof thethe ThematicThematic Groups Groups ProgramProgram

atat thethe WBWB

… a … a recentrecent site site visitvisit (as (as assessmentassessment auditorauditor) ) withwith a US a US colleaguecolleague, in , in thethe contextcontext ofof thethe APQC benchmark APQC benchmark «« UsingUsing KM to drive InnovationKM to drive Innovation » » followedfollowed by furtherby furtherdiscussions on KM issues discussions on KM issues

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General considerations

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The World Bank Group

•• Primary focus of helping the poorest people and Primary focus of helping the poorest people and the poorest countriesthe poorest countries

•• Through project lending and advisory servicesThrough project lending and advisory services•• US$19.5 billion in loans to clients in FY 2002US$19.5 billion in loans to clients in FY 2002•• Works in all major sectors: e.g. health, Works in all major sectors: e.g. health,

education, environment, infrastructure, industry, education, environment, infrastructure, industry, agricultureagriculture……

•• Involved in more than 100 developing Involved in more than 100 developing economieseconomies

•• About 10,000 staff working across the globeAbout 10,000 staff working across the globe

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Vision of a Knowledge Bank

“We have been in the business of researching and “We have been in the business of researching and disseminating the lessons of development for a long time. disseminating the lessons of development for a long time. But the revolution in information technology increases the But the revolution in information technology increases the potential value of these efforts by vastly extending their potential value of these efforts by vastly extending their reach. To capture this potential, we need to invest in the reach. To capture this potential, we need to invest in the necessary systems, in Washington and worldwide, that will necessary systems, in Washington and worldwide, that will enhance our ability to gather development information and enhance our ability to gather development information and experience, and share it with our clients. We need to experience, and share it with our clients. We need to become, in effect, the Knowledge Bank.” become, in effect, the Knowledge Bank.”

James James WolfensohnWolfensohn, President of the World Bank, 1996 WB, President of the World Bank, 1996 WB--IMF Annual MeetingsIMF Annual Meetings

1996: Creation of Thematic Groups and Advisory Services1997: Strategic Compact: a plan for fundamental reform of the World Bank1998: Knowledge sharing attribute becomes part of the Overall Performance Evaluation1999: World Development Report on Knowledge for Development 2001: Strategic Compact Assessment—”The knowledge sharing program has…moved from experimental status to a relatively mainstream activity.”2002: The three pillars of knowledge sharing at the Bank are firmly established

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The World Bank’s K Cycle

The Word Bank’ knowledge strategy has three pillars :Making effective use of knowledge to support the quality of their operationsThrough the deployment of technical units with specialized Thematic Groups which are chargedwith capturing the information of the World Bank and other insitutions have acquired in their areas of speciality, and processing the information into useful knowledge. Advisory Services are associated with the Thematic Groups and provide quick answers to nuemrous queries.Sharing knowledge with their clients and partnersNew ways of working have been developed : participatory activities in which government officials, NGO and private sector representatives and donor government colleagues become part of a team that shares knowledge and information and is thus able to build programs which have genuineownership and commitment on the part of the Government.The distance learning programs provided by the Global Development Learning Network and theDevelopment Gateway which is the unique portal for access to information concretise this point. Helping clients enhance their capacity to generate, access and use knowledge from all sourcesA number of thematic programs aimed at enhancing capacity has been developed. TheKnowledge for Development (K4D) community helps countries assess what they need of they are to be effective players in the global knowledge economy. World Links for Development (WorLD) brings students and teachers in secondary schools in developing countries in contact with theircounterparts in industrial countries and assists students and teachers to integrate tehcnology intotheir curricula. Through the Country Gateways, the World Bank supports national initiatives dedicated to knowledge capitalisation and sharing between government, private and NGO actors.

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The World Bank K’s Strategy

•• Improving the BankImproving the Bank’’s operational quality and s operational quality and effectiveness through enhancing their own effectiveness through enhancing their own capacity.capacity.

•• Enhancing the sharing of knowledge with Enhancing the sharing of knowledge with their clients and partners.their clients and partners.

•• Enhancing client capacity to access and Enhancing client capacity to access and make effective use of knowledge, whatever make effective use of knowledge, whatever the source.the source.

Business survival requires sharing knowledge

Speed: faster cycle times

Quality: better quality service

Innovation: testing new approaches

Costs: eliminating unnecessary processes

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KM at WB :

The practice

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•• Thematic GroupsThematic Groups andand Advisory ServicesAdvisory Services (communities of (communities of practice)practice)

•• Debriefing ServicesDebriefing Services (Knowledge Capture)(Knowledge Capture)

•• Directories of ExpertiseDirectories of Expertise

•• DevelopmentDevelopment GatewayGateway PortalPortal –– Business IntelligenceBusiness Intelligence

•• DevelopmentDevelopment MarketPlaceMarketPlace –– Innovations Innovations NetworkingNetworkingPartnerships Partnerships

•• Global Global DevelopmentDevelopment LearningLearning NetworkNetwork –– Distance Distance LearningLearning

Knowledge Management at theWB : some processes

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World Bank Communities of Practice

• Organized by sector or across sectors• Support core Bank functions• Funded by Sector Boards and accountable to

them• Rely extensively on knowledge partnerships• Use a broad range of technology

Thematic Groups are the core of the Bank’s Knowledge Management System. They have developed quickly over the last 5 years. There are now more than 100 Thematic Groups throughout the Bank.

http://www.http://www.worldbankworldbank.org/.org/ksks//tgtg.html.html

Some examples of thematic groups :Agricultural Knowledge & Information SystemsAgribusiness & MarketsEconomics of EducationBiodiversityGlobal Climate ChangePersistant Organic PollutantsAnticorruptionE-governancePublic ExpendituresEnergyMiningOil and GasTransportUrban DevelopmentPoverty HealthIndigenous PeopleConflict Prevention and ReconstructionWater Resources Management

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WorldWorld BankBank AdvisoryAdvisory ServicesServices

•• Central hub of Networks and other groupingsCentral hub of Networks and other groupings•• Human interface for Knowledge Sharing Human interface for Knowledge Sharing •• A "oneA "one--stop shop" to respond to information needs on stop shop" to respond to information needs on

various development topics various development topics •• Fast turn around, usually within 24Fast turn around, usually within 24--48 hours48 hours•• Tracking system and knowledge reuseTracking system and knowledge reuse

As one of the most successful Knowledge Management Initiatives, As one of the most successful Knowledge Management Initiatives, there are now 20 Helpdesks/Advisory Services throughout the Bankthere are now 20 Helpdesks/Advisory Services throughout the Bank..

http://www.http://www.worldbankworldbank.org/.org/ksks//askusaskus

KM Processes

World Bank Communities of Practice

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Debriefings

Debriefing Framework

Objectives : Objectives : CapturingCapturing experiencesexperiences / / sharingsharing lessonslessonslearnedlearned

Focus : Focus : Teams & Individuals : during & after tasks / before Teams & Individuals : during & after tasks / before transfers / before retirementtransfers / before retirement

ApproachApproach :: WhatWhat diddid I set out to do ? / I set out to do ? / HowHow diddid I do I do itit ? ? HowHow wouldwould I do I do itit differentlydifferently nextnext timetime ??

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Debriefings

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Debriefings

DebriefingDebriefing facilitatesfacilitates K K RetentionRetention & & LearningLearning

•• Learning through reflectionLearning through reflection

•• Space free of authority, time pressure, competitionSpace free of authority, time pressure, competition

•• Environment for personal views/ passion/ emotionsEnvironment for personal views/ passion/ emotions

•• Appreciation of individuals and teamsAppreciation of individuals and teams

•• Hypothetical questions to create new knowledgeHypothetical questions to create new knowledge

•• Sharing of different perspectives on issuesSharing of different perspectives on issues

•• Visibility and credibility of lessons learnedVisibility and credibility of lessons learnedKM Processes

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Development Gateway Portal

Key ObjectivesKey Objectives

•• Encourage communityEncourage community--based knowledge and based knowledge and capacity building initiativescapacity building initiatives

•• Promote the advancement of standards for Promote the advancement of standards for information exchange for developmentinformation exchange for development--related related applicationsapplications

•• Support a network of Country Gateways to build Support a network of Country Gateways to build capacity and share local knowledge and experiencecapacity and share local knowledge and experience

•• ProvidingProviding an openan open--source (nonsource (non--proprietaryproprietary) ) platformplatform andand UsingUsing XML standardsXML standards

The Gateway – Value-Added• Knowledge flow from all directions – gathering and linking to top quality information from local and national sources, for all users from small groups to large institutions.• Brings rich, varied, and relevant content closer to the user.• Dialogue among all sectors of the development community.• Information tailored to individual and institutional requirements.• Solutions, practical information, and “know-how” to address specific development problems. • A different way of working – a development community that shares knowledge and data, and communicates easily through forums and workspaces.• A collaborative effort, bringing together existing communities – including civil society, academia, private sector, donors, and governments – to pool knowledge and resources.• Addresses the challenge of harmonization of different major data sources on development activity and provides resources for distilling and sharing of best practice.• A civil society network that aims to promote and build on the many existing portals and efforts. • Experts from all areas of the community offering information evaluation and advisory services about specific topics – “Ask an expert” – and contributing to directories.• Tools for capacity building and training, data management and delivery, aid matchmaking, and development directories and networks.

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Development Gateway PortalExchange Exchange IdeasIdeas andand KnowledgeKnowledge

• An interactive space where users debate current and emerging An interactive space where users debate current and emerging development prioritiesdevelopment priorities

•• 30 development topics feature over 20,000 content items and hav30 development topics feature over 20,000 content items and have e close to 25,000 members from 180 countriesclose to 25,000 members from 180 countries

•• Guides and networks of advisors for particular topics highligGuides and networks of advisors for particular topics highlight the ht the most useful resources most useful resources

•• Users submit their own resources for review by the editorial teUsers submit their own resources for review by the editorial team, am, and share ideas and experiencesand share ideas and experiences

•• Community members from civil society, international organizatioCommunity members from civil society, international organizations, ns, government agencies, donor community, academia, students, government agencies, donor community, academia, students, private sector, and general publicprivate sector, and general public

httphttp://://wwwwww..developmentgatewaydevelopmentgateway..orgorg

Whose Needs will be Served by the Gateway?A mayor in a small Mexican town wants to attract international investors to his community. He needs to advertise his community’s assets and provide legal information and data on infrastructure and the local labor market. The Gateway can be his platform in this endeavor, and his source of information.A rural community group in Bangladesh is seeking microcredit funds for their cooperative, which supports dairy development, small-scale farming, and technical advisory services to farmers. The group would like to know which institutions to approach and how to apply for grant fundsThe Minister of Planning in Tanzania must weigh alternative donor-supported rural highway projects. He needs access to worldwide state of the art experience in this area. He also needs a comprehensive view of donor support to this sector in his country, and achievements so far. A private company in the Czech Republic is looking for business opportunities arising from donor-financed projects as well as potential investment projects in the former Soviet Union. The company needs information on donors and current procurement tenders involving its product line, as well as contacts with investment promotion agencies and firms seeking joint ventures in the region.

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Accessible Information on Development Activities (Accessible Information on Development Activities (AiDAAiDA))

• An integrated database containing information on over An integrated database containing information on over 410,000 current and past development activities410,000 current and past development activities

•• Provides access to information on development activities by Provides access to information on development activities by country, sector, funding organization, activity status, or datecountry, sector, funding organization, activity status, or date

•• Aggregates data from 21 sources with information from over Aggregates data from 21 sources with information from over 200 funding sources, including bilateral donors, 200 funding sources, including bilateral donors, MDBsMDBs, and , and the UNthe UN

httphttp://://wwwwww..developmentgatewaydevelopmentgateway..orgorg/aida/aida

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dgMarketdgMarket -- Global Marketplace for Business OpportunitiesGlobal Marketplace for Business Opportunities

• dgMarket carries about 30,000 current tender notices, with a total contract volume of $200 billion, including about 3,000 current development assistance tender notices with a total contract value of about $10 billion (annual figures are about 6 times larger)

• Summaries of all 30,000 tender notices available in 8 languages (English, French, Indonesian, Italian, German, Portuguese, Russian, and Spanish)

• dgMarket allows donors and governement agencies to directly post tender notices and other procurement information on development projects

• dgMarket enables companies to set up a detailed profile to obtain automated email alerts whenever a tender notice that meets specific business interest is published. This gives SME access to international business opportunities httphttp://://wwwwww..dgmarketdgmarket..comcom

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Access Country Access Country GaGatewaysteways

• Country Gateways contain resources on key development issues Country Gateways contain resources on key development issues in a country and assist in creating and sharing local and globalin a country and assist in creating and sharing local and globaldevelopment knowledge, solutions and opportunitiesdevelopment knowledge, solutions and opportunities

•• Country Gateways aim to facilitate and catalyze innovative and Country Gateways aim to facilitate and catalyze innovative and effective use of the Internet and other ICT tools in government,effective use of the Internet and other ICT tools in government,business, and civil society, to reduce povertybusiness, and civil society, to reduce poverty

•• Country Gateways involve and serve the needs of representatives Country Gateways involve and serve the needs of representatives from major sectors such asfrom major sectors such as the government, private sector, civil the government, private sector, civil society, academia and the international community (donors and society, academia and the international community (donors and investors)investors)

httphttp://://wwwwww..developmentgatewaydevelopmentgateway..orgorg/cg/cg


KM Processes

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The Development MarketPlaceObjectivesObjectives

•• Strategically allocate R&D funds to meet new corporate prioritiStrategically allocate R&D funds to meet new corporate prioritieses•• Provide alternative outlet for creative thinking within Bank Provide alternative outlet for creative thinking within Bank •• Change the decisionChange the decision--making context and culture making context and culture ---- encourage riskencourage risk--takingtaking•• Shorten development time of products and servicesShorten development time of products and services

Problem :Problem : How to seed and allocate funds? Through existing units? New fundHow to seed and allocate funds? Through existing units? New fund? ? What instruments?What instruments?

TheThe solutionsolutionLike Venture Capitalists or Mutual Fund Managers, the creation oLike Venture Capitalists or Mutual Fund Managers, the creation of diversified f diversified portfolios using market mechanisms offers one promising route toportfolios using market mechanisms offers one promising route to innovation innovation success for development agenciessuccess for development agencies

Therefore, the Development Therefore, the Development MarketPlaceMarketPlace uses market mechanism (business uses market mechanism (business plan competition) to make small grants to most promising ideas plan competition) to make small grants to most promising ideas ---- with with impartial, transparent jury drawn from inside and outside the Baimpartial, transparent jury drawn from inside and outside the Banknk

To Date, To Date, roughlyroughly 14, 000 000 $ 14, 000 000 $ werewere awardedawarded to 182 to 182 projectsprojects in 46 countries. in 46 countries.

httphttp://://wwwwww..developmentmarketplacedevelopmentmarketplace..orgorg//

1. Opens the “Idea Factory”1. Opens the “Idea Factory”Brings in ideas from outside to learn from and inform internal Brings in ideas from outside to learn from and inform internal effortseffortsAllows working with those closest to the problemAllows working with those closest to the problem

2. Allows Risk2. Allows Risk--Taking...Taking...To meet development objectives, need to be bold To meet development objectives, need to be bold Small investments in multiple projects diversifies risks and seSmall investments in multiple projects diversifies risks and seeds numerous new eds numerous new

approaches to problemsapproaches to problemsCan share risks, rewards across Can share risks, rewards across fundersfunders, investors, partners, investors, partners

3. …but Requires New Ways of Doing Business3. …but Requires New Ways of Doing BusinessReliance on outside parties as partners Reliance on outside parties as partners Premium on continuous evaluation, monitoring, support, particiPremium on continuous evaluation, monitoring, support, participation, learning, pation, learning,

and resultsand resultsNeed means of supporting and scaling up successful small projeNeed means of supporting and scaling up successful small projectsctsIncreasedIncreased decentralizationdecentralization intointo countries via Country Innovation countries via Country Innovation DaysDays

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The Development MarketPlace

KM Processes

TheThe mission mission ofof thethe DMDM isis to to createcreate a a platformplatform ofof ideasideas, talent , talent andand resourcesresourcesaroundaround thethe challenges in challenges in worldworld developmentdevelopment..By providingBy providing startstart--up fundsup funds to to innovativeinnovative pilot pilot projectsprojects, , thethe DM DM aimsaims to : to : bringbring peoplepeople togethertogether to to searchsearch for new solutions for new solutions encourage new encourage new partnershipspartnerships acrossacross civil civil societysociety, , governmentsgovernments, , thethe privateprivate sectorsectorandand developmentdevelopment agenciesagenciesfindfind champions for new champions for new ideasideas thatthat have have thethe bestbest developmentdevelopment impactimpactbuildbuild networks networks ofof innovatorsinnovators in in developmentdevelopment, , bothboth locallylocally anfanf globallygloballyleverageleverage resourcesresources acrossacross thethe organisationsorganisationsworkwork withwith thosethose closestclosest to to thethe problemsproblemsTheThe «« startstart--up fundsup funds » » will will support support activtiesactivties aimedaimed atat developingdeveloping an an ideaidea fromfromconceptconcept--stagestage to to projectproject--stagestage in a in a periodperiod ofof approximativelyapproximatively 12 12 monthsmonths. In . In thisthisperiodperiod, , costscosts andand benefitsbenefits ofof a a particularparticular ideaidea shouldshould bebe clearclear enoughenough for groups or for groups or insitutionsinsitutions in in thethe communitycommunity to to decidedecide whetherwhether or or notnot to to mainstreammainstream thethe ideaidea intointoprogramsprograms andand projectsprojects..

Each year, DM encourages people to create solutions to development challenges around twospecific themes.In 2002, the DM grew even larger and more externally focused 2400 applicants, 206 finalistsUS $4.5M awarded to 39 projects, 34 from outside the Bank. Projects covered over 30 countries.

In 2000, DM awarded US$100,000 to conduct research and development of an ethanol-based product (gel fuel) to produce as low-cost, renewable, and safe household cooking fuel in Sub-Saharan AfricaScaling Up / Replicating : Requests from 10 African countries to expand coverageGovernment of Colombia currently exploring feasibility of using this fuel to meet energy and urban area fuel requirements

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Global Development Learning Network

The missionThe missionTo harness modern technology - including interactive video, the Internet,

and satellite communications – in a cost-effective way, so that people who know are brought together with those who need to know, to learn with and from each other about the full range of development issues.

AddedAdded valuevalue

•• Reaching different participants, in larger numbersReaching different participants, in larger numbers•• Working through teams, building communities of practice and netwWorking through teams, building communities of practice and networksorks•• More costMore cost--effectively (effectively (costly trips overseas, hotels, daily allowance)costly trips overseas, hotels, daily allowance)

•• People whose positions don’t allow them to be away from officialPeople whose positions don’t allow them to be away from officialbusiness for long periods can still participate in programs.business for long periods can still participate in programs.

•• Pedagogy emphasizes learning by doing, by interactive exercises,Pedagogy emphasizes learning by doing, by interactive exercises,discussion and case study, rather than the old methods of lecturdiscussion and case study, rather than the old methods of lectures. es. Modern technology facilitates interactive and participatory learModern technology facilitates interactive and participatory learning. ning.

httphttp://://wwwwww..gdlngdln..orgorg

Concretelya network of 91 learning centers (owned by the hosting countries)linked by new technology (VCs, webbased discussion and F2F meetings)

Topics covered by the GDLN :Anticorruption / Country Knowledge Strategies / Development Finance / Economics / Education / Governance / Health / Journalism / Private Sector Development / Poverty Reduction / Project Management / Rural Development / Social Protection / Urban Development

Five attributes to quality distance learning programs ; they use a variety of learning methods that:1. are activity based, such as simulations, case studies, and problem solving exercises. 2. are experiential, addressing the learner's life experiences as a point of departure and as a continuous reference throughout the process. 3. are participative, emphasizing the involvement of the learner in all facets of program development and delivery.4. are interactive, giving frequent opportunities for participants to engage in a dialogue with experts and other learners. 5. include integral learner support systems .However nicely printed are materials, attractive the website, outstanding the presenters, a program will not have an impact if it is not related to the participants’ work and does not present useful, new information.

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To To concludeconcludeFiveFive major outputs major outputs ofof thethe WB KM WB KM processesprocesses•• PowerfulPowerful CommunitiesCommunities ofof PracticePractice for for knowledgeknowledge sharingsharing -- ThematicThematic

GroupsGroups•• Inventive Inventive DebriefingsDebriefings for for KnowledgeKnowledge capturecapture•• AA collaborativecollaborative portal to pool portal to pool knowledgeknowledge andand resourcesresources -- TheThe

DevelopmentDevelopment GatewayGateway•• MarketMarket mechanismsmechanisms to to boostboost InnovationInnovation –– TheThe DevelopmentDevelopment

MarketplaceMarketplace•• Distance Distance LearningLearning to support to support thethe learninglearning processesprocesses –– TheThe Global Global

DevelopmentDevelopment LearningLearning NetworkNetwork

To To bebe a bit a bit provocativeprovocative, , wewe actuallyactually preferprefer to to feedfeed andand empowerempower ourourKM KM processesprocesses by developingby developing partnershipspartnerships withwith bestbest--inin--classclassorganisations organisations likelike thethe WorldWorld BankBank, Rio Tinto (CoPs), BP, Philips or , Rio Tinto (CoPs), BP, Philips or others others ((BlueBlue Pages) Pages) ratherrather thanthan wearingwearing ourselvesourselves out out searchingsearching«« successsuccess storiesstories » » thatthat anywayanyway do do notnot convinceconvince manymany peoplepeople..

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