Sharing knowledge: innovations and remaining challenges
The World Bank | 2003 | ISBN 0821357123 | English |124Pages | PDF | 2.2 MB
In 1996, the World Bank made a commitment to become a global knowledge bank. The Bank’s stated intention was to develop a world-class knowledge management system and to improve and expand the sharing of development knowledge with clients and partners. The objectives of this commitment were to improve the quality of Bank operations and enhance the capacity of clients to achieve development results.
Since FY97, the Bank has spent some US$220 million for corporate, network, and Regional knowledge-sharing activities and more than US$60 million for its three main global knowledge initiatives, the Development Gateway, the Global Development Learning Network (GDLN), and the Global Development Network (GDN). These programs and activities have sparked a lot of innovation, with potentially significant benefits for the scaling up of effective Bank interventions and for empowering clients to improve development outcomes. But new knowledge-sharing programs and activities need to be much better integrated into the Bank’s core business processes to achieve the initiative’s broad objectives. For this, senior management must provide greater strategic direction and oversight to corporate, network, and Regional units.
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