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The World Bank Profile: Best Practices in Knowledge Management

  • ID: 42692
  • January 2003
  • Region: Global
  • 111 pages
  • American Productivity & Quality Center, APQC
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Knowledge management is a systematic process of connecting people to each other and to the information they need to effectively act. Knowledge management initiatives are intended to enhance performance through the identification, capture, validation, and transfer of knowledge. APQC has been identifying, studying, and sharing knowledge management best practices for almost a decade. In that time, APQC has benchmarked hundreds of organization, and the World Bank has been one of the most compelling success stories. The World Bank’s decision to embrace knowledge management in the mid 1990s was rooted in turning internal knowledge into commercial success, achieving operational excellence, and forming more intimate ties with external customers.
Since that time, it has been a best-practice example for managing a successful knowledge management initiative. The World Bank has developed new ideas and tangible results through its focus and allocation of resources. It is an excellent model of consistently effective principals APQC has found among leading learning organizations.

For instance, that most people want to share what they know and avoid others’ mistakes. But employees READ MORE >

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Preface 5
Introduction 7
Foreword 13
The World Bank and Knowledge Management 15
Knowledge Management 20
Undertaking the Groundwork 27
Implementation 29
Communities of Practice 31
Case Examples and Other Programs 36
Technology 46
Leadership and Training 54
Measurement 59
Spreading KM Success Stories 62
Lessons Learned 67
APQC on the World Bank 71
“World Bank Sees Value in Becoming an Internal, External ‘Knowledge Bank’,”
KM inPractice, Issue 7, April/May 1997 72
In Their Own Words 80
“Building Communities of Practice,”
1998 APQC KM conference 81
“Using Indigenous Knowledge to Adapt Global Best Practices
to Local Conditions: The World Bank Experience,”
2000 APQC KM conference 84
“Story Telling for Organizational Change,”
2000 APQC KM Conference 91
“Narrative: The Natural Language of Innovation,”
2001 APQC organizational effectiveness conference 96
“The Springboard: How Story Telling Ignites Action
in Knowledge-era Organizations,”
2001 APQC KM Conference 102
About the American Productivity & Quality Center 108
APQC’s Benchmarking Methodology 111

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Note: Product cover images may vary from those shown