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p. 4 of 15 BACK | NEXT I. Introduction II. Knowledge and Development III. Managing Knowledge at the Asian Development Bank Current Practice Recent Initiatives Challenges and Opportunities Lessons From Experience Elsewhere IV. Knowledge Management at the Asian Development Bank: The Framework V. Benefits, Organizational And Resource Implications VI. Conclusion Appendixes

Knowledge Management : III. Managing Knowledge at the Asian Development Bank

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A. Current Practice

1. Knowledge Products

9. ADB provides a variety of knowledge services to DMCs and other stakeholders: (i) formal knowledge products and services (KPS), which are programmed as such and targeted at specific clientele and stakeholders in the DMCs, subregions within Asia and the Pacific, and the region as a whole; and (ii) knowledge by-products derived from delivering loans or other activities (Box 2). The ADB Institute (ADBI) also plays an important role, capturing and disseminating information and knowledge on development issues that have strategic implications for academic and development thinking, and for policy formulation and capacity building of DMCs.

10. Formal knowledge products and services. The main characteristics of formal KPS are that they are (i) officially programmed in most cases either in country-specific country strategies and programs (CSPs) or as part of broader regional cooperation programs, (ii) packaged as a discrete end-use product or service, (iii) identifiably financed, and (iv) with a targeted delivery schedule. KPS come in various forms, including country studies, sector and thematic assessments, evaluation reports, case studies, other research-related publications and learning materials, and training and seminars. KPS are transferred to clients through ADB's lending and nonlending operations, as well as through the work of ADBI. Outputs of ADB's KPS usually find their way into databases and ADB Internet Web sites.

11. Most formal KPS are financed by ADB's technical assistance (TA) resources, processed as advisory TA (ADTA) projects. During the last 3 years , ADB invested on average about $120 million each year for around 220 ADTA projects, including regional TA projects. These support analytical work and capacity-building activities, sometimes in combination. Technical assistance projects represent a major investment in knowledge products, and highlight the importance of high-quality standards and the need for effective dissemination and use.

12. Knowledge by-products. This type of knowledge is less formal but represents a significant part of the knowledge that ADB generates and accumulates. Each time ADB interacts with a DMC in project preparation, institutional diagnosis, or analyses for policy and institutional reform of a particular sector, much valuable knowledge and experience are developed. These are sometimes documented but not formally published or made available to external audiences. Usually, the knowledge remains in tacit form, retained in the heads of the staff and, more often, consultants. This type of knowledge is transferred to clients when used as inputs to formal lending or non-lending products. When not formalized or made explicit, this knowledge loses its value for ADB and its clients.

2. Processing knowledge within ADB

13. Effective sharing of knowledge depends on how efficiently and effectively ADB processes knowledge internally and how quickly it capitalizes on the skills and knowledge in different functional areas across the organization. The following provides an overview of how ADB processes knowledge. The processes are broadly categorized into four stages: (i) knowledge creation and capture, (ii) knowledge sharing and enrichment, (iii) information storage and retrieval, and (iv) knowledge dissemination (Figure below).

14. Knowledge creation and capture. ADB creates and captures knowledge throughout its operational processes. Explicit knowledge is captured in the form of documented outputs generated at different stages of lending and nonlending operational cycle. Knowledge is also 7 captured by accessing sources outside ADB through publications, Web sites, and seminars. Tacit knowledge is created and captured in discussions with DMC stakeholders, development partners, and consultants, and through attending events such as seminars and workshops.

15. Knowledge sharing and enrichment. Knowledge sharing is an important process during which knowledge can be refined and enriched. For example, a staff member shares the captured knowledge on microfinance with his or her peer group. The group debates the knowledge and adds relevance to and enriches the knowledge. The new sector and thematic committees and networks provide a forum where new ideas on development issues are exchanged, debated, and made more relevant before their dissemination within and outside ADB. Many other examples show how knowledge sharing and enrichment take place, including seminars, workshops, and meetings with clients and other development partners.

16. Information storage and retrieval. To ensure that acquired knowledge becomes accessible to others, ADB should store information in a centralized location accessible for retrieval. For example, Board documents, once approved, should be categorized and stored electronically in databases. The documents could then be retrieved through ADB Internet and intranet Web sites. Most consultants' reports are filed physically⁸ in the Information Resources and Services Unit (former Archives and Records Unit). Statistical data on economic and social development are stored in the database owned by the Economic and Research Department (ERD), and made accessible through ADB Web sites.

17. Knowledge dissemination. Without effective dissemination, the development impact of knowledge remains minimal. The most obvious forms of dissemination include ADB and ADBI publications, presentations, and Web sites; and the ADB library and learning center. ADBsupported investment projects and programs are also effective for disseminating knowledge through incorporating good practices to address certain development issues. Several evaluation studies on KPS highlighted the need to improve their dissemination to enhance development impact.⁹

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