Catalog

	Table of Contents
p. 10 of 13 BACK | NEXT I. Development Challenges for the Asia and Pacific Region II. ADB’S Medium-Term Strategy (2001-2005) A. Differentiating Between Countries B. Operations in a Subregional Context C. Applying the Operating Principles III. Aligning the Organization with the Strategy A. Align the Organizational Structure and Business Processes B. Develop a Learning Organization C. Make Assistance Modalities More Flexible D. Improve Integrated Resource Management IV. The Strategy and the Planning, Programming, and Budget Process

Medium-Term Strategy : II. ADB’S Medium-Term Strategy (2001-2005)

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B. Develop a Learning Organization

38. To enhance its effectiveness ADB must become a more efficient learning organization, drawing on its own internal expertise, past experience, and practices, and on the experience of others, particularly the experience of its diverse DMCs. To improve the quality of its assistance, strengthen its learning capacity, and broaden its communications base, ADB will develop more efficient and timely feedback mechanisms and incorporate these into the design of its interventions. The capacity for evaluating ongoing projects and policies will be further developed, as will the capacity for self-evaluation in operational units. Evaluation methodologies must go beyond the evaluation of specific activities, to evaluation of impact within core areas/themes of the strategic agenda and country programs. These methodologies will be developed by OED by the end of 2002.

39. Internalizing knowledge and becoming a learning organization is essential for effective development support. ADB must become more efficient at internalizing the vast amounts of information derived from its own experience, including its private sector operations. Information sharing across departments has not always been systematic, and internal communications have not been optimal. Part of the problem relates to the procedures currently employed to prepare ADB products, particularly loans, TAs, and ESW. Consultants and consulting firms are mainly responsible for preparing TAs and ESW, with relatively little staff time allocated to substantive work on these activities. As a result, internalization and sharing within the ADB of the knowledge and information generated has been inadequate. ADB will clearly need to allocate more staff resources in key strategic and operational areas. Staff incentives should be reviewed to reward knowledge building by staff. The use of consultants should be optimized. For instance, the benefits of maintaining long-term relationships with consultants to supplement the internal expertise and knowledge of ADB could be explored.

40. A change in the operating culture of ADB to encompass a greater country focus, knowledge sharing, and deeper knowledge and understanding of country and sector issues is required. This will be done through a series of programs and initiatives, including training and learning, strengthening the role of resident missions, and internal networking. Some attempts have been made to establish and maintain a knowledge base or systematically create internal knowledge networks that draw upon the existing and evolving expertise of ADB staff. Recently, networks have been started in the areas of governance, poverty analysis, and private sector development. However, these networks need to be strengthened to have the desired impact. Knowledge networks will operate satisfactorily if all units participating benefit from the knowledge generated. Incentive systems and reporting procedures for networks will be reviewed in 2002. This will be initiated by the Regional and Sustainable Development Department in coordination with the Budget, Personnel, and Management Systems Department. In addition, knowledge within ADB must be coordinated and consolidated through closer coordination between the ADB Institute, Economics and Research Department, Office of External Relations, Regional Economic Monitoring Unit, Regional and Sustainable Development Department, Strategy and Policy Department, and regional departments.²¹

41. ADB’s internal knowledge will be supplemented by external networking and greater and more efficient use of information and communications technology (ICT). In particular, strategic partnerships will be developed with regional institutions. These include the Asian Institute of Management, the Asian Institute of Technology, and the Institute of Southeast Asian Studies. ADB must rely upon the extensive use of ICT, both internally and externally. The use of ICT will enormously increase the reach of ADB, its development impact, and thus its productivity. The Office of Information Systems and Technology is preparing a medium-term information technology strategy for approval in 2002 that will comprehensively address these issues.

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