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Knowledge Solutions
INFOCUS ADB provides a wider range o knowledge-enricheddevelopment solutions
Knowledge underpins development eectiveness.
When managed in ways that let organizations
generate value rom knowledge-based assets,
knowledge can become the heart and soul o
successul action.
ADB is in a privileged position to leverage
knowledge or learning, perormance, and change
to improve development eectiveness in Asia and
the Pacifc. ADBs central position lets it identiytrends within and across the region. Its wide array
o lending and nonlending products and services
allows it to extend integrated assistance. ADBs
technical and fnancial credibility enables it to bring
large, attractive fnancing to support knowledge-
based assistance packages. In short, ADB is well
placed to deliver inormation-rich development
assistance throughout the region.
Continually enhancing knowledgemanagement practices
ADBs developing member countries (DMCs)recognize its capacity, and look to it or
comprehensive knowledge solutions that respond to
their evolving requirements. And nowin line with its
long-term strategic ramework 20082020 (Strategy
2020) guidelinesADBs Knowledge Management
Center is acilitating and coordinating upgrades o
Challenge How can ADB play a bigger role in putting the potential o knowledge solutions to work in Asia and the Pacifc?
Strategy ADB will enrich knowledge management activities through internal learning rom operational practice andexternal learning rom long-term strategic partnerships with other international fnance institutions andworld-class academic and research institutions.
Response ADB is improving linkages between knowledge management and its operations, enhancing ADB-hostedcommunities o practice, strengthening external knowledge networks, boosting sta learning and knowledgesharing, and promoting the ADB Knowledge Management Centers role as acilitator and coordinator.
Knowledge management is about getting the right knowledge to the right peopleat the right time, and helping them apply it.Olivier Serrat, Principal Knowledge Management Specialist
the organizations knowledge practices to meet DMC
demands through our strategic thrusts that
Improve knowledge linkages from and to
operations. Now there is sharper coordination
and cooperation to promote knowledge
management in ADB operations.
Enhance communities of practice. ADB sta
are encouraged to take advantage o growing
opportunities to engage with and becomemembers o ADB-hosted communities o practice.
Strengthen external knowledge networks.
Learning and innovation across the region
are being enhanced by strengthening
partnerships with a more rigorous selection o
knowledge suppliers.
Incorporate knowledge management into staff
training. Knowledge management and learning
are being integrated into ADBs learning and
development program to boost sta learning
and knowledge sharing rom the outset
and continually.
The actions and outputs under each thrust are
specifed in the Knowledge Management Action
Plan, 20092011 approved in July 2009. ADB crated
a Knowledge Management Results Framework to
operationalize this plan and ensure that critical
results are achieved as intended. The ramework
ADBs Strategy 2020meeting the needs o Asiaand the Pacifc
Strategic Direction Inclusive Economic Growth
Environmentally
Sustainable GrowthRegional Integration
Drivers o ChangePrivate Sector
Good Governance
Gender Equity
Knowledge Solutions
Partnerships
Read more at
www.adb.org/Strategy2020/
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highlights intended outcomes, useul indicators,
and targets.
Making knowledge management one ofADBs most effective development tools
ADBs strategic coordination is ensuring knowledge
generated by ADB and other sources is more
closely linked and embedded in its activities. ADBs
Technical Assistance Strategic Forum is emphasizing
improved knowledge coordination across regionaland other departments.
Each regional department is encouraged to
ormulate country partnership strategies that
analyze DMC knowledge requirements. Helping them
through this process are the respective knowledge
management units they have established, most
o them guided by knowledge management
rameworks and work plans, to acilitate internal and
external learning.
Communities o practice and inormal networks
are being integrated into ADBs business processes.
ADB now supports 14 communities o practice
and 17 inormal networks. A frst-ever survey to
gauge actors contributing to the communities
perormance was conducted in 2009 and
interventions were launched to address gaps,
including additional sta positions, a tenold budget
increase, streamlined guidelines on sector and
thematic reporting, a new sector and peer
review process to incorporate sta operations-
based knowledge into project designs, and
year-end gatherings.
Creating strategic partnershipsbetween ADB communities of practiceand networks of practice
Networks o practice can be an invaluable resource
or development agencies. ADB established 24
regional knowledge hubs17 on water-related topics
and the rest on fnance, trade, partnerships, and
sustainable developmentto encourage research
and networking on innovative knowledge products
and services.
To be eective, relationships must be strategic.
ADB is set to publish guidelines or designing
knowledge partnerships, which will ensure that
critical knowledge outputs and outcomes rompartnerships are defned rom the outset.
Wherever possible, resident missions are actively
involved in the selection o networks o practice.
Nonregional institutions rom ADB member countries
are being identifed in accordance with ADBs sector
and thematic priorities.
ADB ensures that knowledge products and
services are relevant to policy makers in DMCs and
tie in better with internal audiences. A recent study
ADBs KnowledgeManagement CenterThe KnowledgeManagement Centeris the facilitatorand coordinatorfor all knowledgemanagementactivities for ADB.It plays a critical
role in introducingnew knowledgemanagementapproaches,monitoring theprogress of knowledgemanagement, andreporting to ADBManagement.
assessed the demand or knowledge products
through resident and regional missions, revealing
the challenges and opportunities the latter ace in
terms o sharing knowledge with stakeholders.
Equipping ADB staff with the toolsof knowledge management
ADB is also continually upgrading sta skills to meet
the evolving needs o DMCs.
Beginning in 2008, ADBs induction programor new sta included briefngs on knowledge
management and learning. In 2009, sta members
were trained in narrative techniques to leverage
the contributions that storytelling can make to
operations. Courses under two seriesLearning
or Change Primers and Knowledge Management
and Learning Serieswere conducted to promote
awareness o, and action on, knowledge generation
and sharing. More knowledge-specifc training
programs are being designed.
ADBs Knowledge Solutions series (www.adb.
org/knowledgesolutions) urther strengthened
competencies in strategy development, management
techniques, collaboration mechanisms, knowledge
sharing and learning, and knowledge capture
and storage.
Another initiative that has strong potential or
discussion, research, and application in the feld
is the Knowledge Showcase series (www.adb.org/
knowledgeshowcases), which highlights ground-
level innovative ideas.
Eorts to capture, store, and share the tacit
knowledge o past and present sta were also
boosted through narrative techniques. Oral history
interviews were conducted to orm the basis o aliving ADB archive. A key output o this exercise, the
bookADB: Refections and Beyond, showed ADB at
its most introspective. To expand this living archive,
ADB completed a sustainable development timeline
cataloguing major sector and thematic landmarks in
its operations. This will anchor a planned interactive
multimedia platorm to be used as an evolving
repository o ADB milestones.
We are also introducing new inormation and
communication technologies to disseminate ADBs
good practices and nontraditional approaches or
use by policy makers, nongovernment organizations,
other development practitioners, interestedscholars, and the private sector.
These initiatives will ensure ADBs delivery of
knowledge-enriched development products and
services and will promote sustainable development
in its DMCs.
For more detailed inormation on current and
pipelined knowledge management initiatives, read
the Delivering an Eective Organization chapter in
the 2010 ADB Annual Report.
NFOCUS
Asian Development Bank. April 2011.
ADB Focal PointOlivier Serrat
Regional and Sustainable
Development Department
www.adb.org/knowledge_
management/default.asp
For inquiries, contact
ADB Media Center
Tel +63 2 632 5090
In this publication, $ refers to US dollars.