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    Knowledge Bank

    Vision  Overview | Chronology

    Knowledge Sharing at the World Bank(PDF, 3.8 MB)
    This presentation, delivered in the fall of 2004, reflects the latest thinking on the role of KM at the Bank.

    Fighting poverty requires a global strategy to share knowledge effectively and to ensure that people who need that knowledge get it on time, whether from the World Bank or other organizations. Sharing knowledge enables the World Bank to respond faster to client needs, deliver a quality product, encourage innovation, and continually introduce new services to its clients.

    The Knowledge Sharing (KS) Program, located in the World Bank Institute (WBI), assists World Bank staff, clients, and partners in capturing and organizing systematically their wealth of knowledge and experiences; making this knowledge easily available to a wide audience both internally and externally; and creating linkages between individuals and groups working to address similar development challenges.

    Through its ongoing collaboration with WBI and the World Bank’s Regional and Network departments, the KS Program promotes and helps mainstream knowledge sharing and learning as a collaborative, multidirectional, continuous, and active process. In short, its role is to help operationalize the concept, first articulated by James Wolfensohn in 1996, of the Knowledge Bank.

    The benefits of knowledge sharing include:
    Speed
    — responding faster to client needs;
    Qualit
    y — delivering to clients the experiences of development experts and practitioners all over the world, and adapting them to local conditions; and Innovation — not only improving our current work, but also introducing new products and services, and testing innovative ideas.

     

    Key Documents

    The following documents offer important details on how the Knowledge Bank has taken shape over time, with an emphasis on the vital link between knowledge sharing and the strategic objectives of the World Bank. 

    Sharing Knowledge: Innovations and Remaining Challenges at Operational Evaluation Department (OED) website

    Click here to view a 3 minute interview  of James Wolfensohn, President of the World Bank, discussing the importance of knowledge in development. (2003)

    Strategic Compact Assessment (2001)(PDF, 280 Kb)
    The assessment stated that knowledge management systems are in place across the organization.


    Action Review of Knowledge Management: Report and Recommendations (1998) (Word, 132Kb) This report details recommendations made by IBM consultants regarding Knowledge Sharing at the World Bank.

    The Strategic Compact (1997) invested in changes at the World Bank with a goal of improving its products, lowering costs, and increasing its impact. The focus on knowledge was significant.

    People and Development (1996) At the 1996 Annual Meetings, the President of the World Bank unveiled his vision of the Knowledge Bank.  

     




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