Reform Agenda

Knowledge Management Action Plan

Knowledge is a key asset that enables ADB to add value in its services. ADB’s commitment to becoming a learning institution is articulated in the long-term strategic framework for 2001−2015 and the knowledge management framework, introduced in 2004.

By establishing an independent Operations Evaluation Department in 2004, ADB Management raised the profile of “learning for results” and incorporating lessons into operations. For example, updated business processes for country partnership strategies (CPSs) [ PDF ] require that they incorporate lessons highlighted in country assistance program evaluation and recommendations of the Board’s Development Effectiveness Committee. Creation of a knowledge management unit within Operations Evaluation Department in 2006 has improved staff access to lessons from evaluation results.

ADB continued to invest significantly in knowledge sharing within the organization. The knowledge management framework is now well in place. Eleven sector and thematic committees or communities of practice met throughout the year to ease cross-fertilization and sharing of knowledge among specialists and among and within disciplines. As just one example, the communities of practice on health and water met jointly to exchange lessons.

Significant investment was made in information technology and related infrastructure to assist the creation, capturing, retrieval, and use of knowledge. ADB rolled out C–cube, an electronic platform similar to Quickplace, which enables staff to communicate, coordinate, and collaborate electronically with each other via e-meetings and in chat rooms. Important progress was also made in having a single, electronically based document repository that will make documentation more accessible and usable.

In addition to knowledge sharing through traditional means, such as brown bag meetings, workshops, and seminars, ADB is exploring new methods to promote learning. These include the after action review to capture lessons from completed projects and other activities. Another example is the eminent speakers forum, a venue for ADB to interact with high-level experts to discuss emerging issues related to its work in the developing member countries.

The ADB-supported knowledge hubs [ PDF ] produce an impressive program of knowledge and insights that are useful to and usable by developing member countries: public and private sector alike. The knowledge hubs involve specific, longer-term, research and knowledge partnerships with partners throughout the region.

Six hubs have been set up for

• climate change
• clean energy
• public finance
• public–private partnership on infrastructure
• reduction, reuse, and recycling
• regional trade and investment cooperation and integration

If knowledge is to be valued in an institution, staff must be rewarded properly for undertaking such activities. At ADB, knowledge sharing is now recognized as a key competency and is evaluated through each staff’s performance development plan [ PDF ].

The wide-ranging knowledge initiatives since 2004 are creating an environment more conducive to learning within ADB. Staff surveys conducted by an independent external agency confirm improvements in staff perceptions on the knowledge management implementation process.

In April 2008, ADB adopted Strategy 2020, its new long-term strategic framework for 2008-2020. Under Strategy 2020, ADB’s unique abilities to contribute and apply development knowledge that are rooted in its central position in identifying trends within and across the region, interdisciplinary and integrated assistance approach, and capacity to implement insight and knowledge via large, attractive financing will be employed. ADB’s efforts to build and to apply knowledge will also include cooperation and integration across countries and regions. Its knowledge will be continuously enriched through

• internal learning from operational experience and communities of practice
• external learning from long-term strategic partnerships with other international finance institutions and world-class research institutions, including ADB’s own regional knowledge hubs

View more initiatives under Reinforced Knowledge Management.

See also:

Websites

• Knowledge Management in ADB
• Independent Evaluation at ADB
• Strategy 2020

Reports

• Auditing the Lessons Architecture
• Learning Lessons in ADB