Professional Documents
Culture Documents
2010
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The difficulty in demonstrating direct linkages between investments in knowledge management and organizational performance. The miscellany of possible knowledge management initiatives, which calls for both quantitative and qualitative approaches.
Common Traps
When prioritizing investments in knowledge management, common traps lie waiting:
Delaying rewards for quick wins; Using too many metrics;
Ways to map knowledge management initiatives by knowledge agent, form of knowledge, and core knowledge activity; Four broad aspects that sustain innovative organizations;
Eisenhower Matrix
High
Quick fix
Urgency
Now!
Low
Drop it
Schedule time
Importance
Low
Note: Dwight Eisenhower is the originator of the matrix.
High
Source: Stephen Covey. 1989. The Seven Habits of Highly Effective People: Restoring the Character Ethic. Simon and Schuster.
Building
Create
Store
Share
Use
Data Warehouse
Explicit Tacit
Benchmarking Communities of Practice Innovation, Synergies, Creativity
Group
Internet
Explicit
Tacit
Individual
Explicit
Source: Adapted from Charles Despres and Danile Chauvel. 2000. How to Map Knowledge Management. In Mastering Information management, edited by Donald Marchand and Thomas Davenport. Prentice Hall.
Organizational Structure
Source: Adapted from Simon Knox. 2002. The Boardroom Agenda: Developing the Innovative Organization. Corporate Governance: International Journal of Business in Society. Vol. 2 No. 1: 27-36. Emerald Group Publishing Limited.
Innovation Focus
Client Focus
Value
Financial Focus
Human Focus
Source: Paul Iske and Willem Boersma. 2005. Connected Brains-Question and Answer Systems for Knowledge Sharing: Concepts, Implementation, and Return on Investment. Journal of Knowledge Management. Vol. 9, No. 1: 126-145. Emerald Group Publishing Limited.
Value-to-Cost Ratio
< 1.00
Project A
1.00
Low
> 1.00
Project B
Project C
Project D
Project E
High
Volatility
Source: Adapted from Amrit Tiwana. 2000. The Knowledge Management Toolkit: Orchestrating IT, Strategy, and Knowledge Platforms. Prentice Hall.
Cost
Evaluation
Go
Stop
Time
Source: Adapted from Simon Knox. 2002. The Boardroom Agenda: Developing the Innovative Organization. Corporate Governance: International Journal of Business in Society. Vol. 2., No. 1, pp. 27-36. Emerald Group Publishing Limited.
Balanced Scorecard
Financial Perspective
What is important to our shareholders?
Client Perspective
How do clients perceive us?
Source: Robert Kaplan and David Norton. 1992. The Balanced Scorecard: Measures that Drive Performance. Harvard Business Review. January-February: 71-80.
Linear Thinking
Organizational Change Talent Management
Social Innovations
Teamwork
Empowering the Communities of Practice (Collaborate for knowledge generation and sharing)
Further Enhancing Staff Learning and Skills Development (Enhance opportunities for staff to learn)
Exploring the Knowledge Management Agenda that Key ADB Documents Promote
Encouraging Reference to the Learning for Change in ADB Book Producing the Learning in Development Book
Change Management
Knowledge Taxonomy
Benchmarking
Olivier Serrat
Principal Knowledge Management Specialist Knowledge Management Center Regional and Sustainable Development Department Asian Development Bank
knowledge@adb.org www.adb.org/knowledge-management www.facebook.com/adbknowledgesolutions www.scribd.com/knowledge_solutions www.twitter.com/adbknowledge