Knowledge Sharing Initiatives at the World Bank - Creating a Knowledge Bank

Abstract

By the early 2000s, the World Bank was one of the foremost knowledge organizations in the world. It made a commitment to promote knowledge sharing within the organization in 1996, when it realized that the distance from its headquarters to operational regions had become a major obstacle in objective achievement. While the process of transformation into a 'knowledge bank' was not easy, the Bank accomplished it successfully and set up a system that extended around the world.

The case describes the World Bank's journey from a lending institution to a knowledge leader. It examines the need for knowledge sharing at the World Bank and the obstacles it overcame in the process. It also describes how the World Bank created a global knowledge community using web-based tools, as well as the role and development of thematic groups. The importance of tailoring the organization's structure and human resource policies to knowledge sharing is also examined. The case concludes with an analysis of the strengths and weaknesses of the knowledge sharing system at the World Bank.

"The World Bank is changing its vision of itself from that of a financial bank to that of a knowledge bank, with increasing attention given to supporting knowledge institutions in its borrowing member countries."

-An official at the World Bank Economic Development Institute in 2001.

"Given the complexity of the global challenges we face on a daily basis, it is critical that we respond to the needs of our member countries in timely fashion, and with the best, most relevant knowledge available"

-James Wolfensohn, World Bank President, in 2003.

In October 1996, when James Wolfensohn (Wolfensohn), the newly appointed president of the World Bank, announced that the organization would transform itself into a 'knowledge bank', there were mixed reactions. Some were excited about knowledge management and its potential in helping the World Bank achieve its objectives. Others considered it a waste of time and resources and felt the Bank should stick to its original mission of eliminating poverty.

By harnessing the vast amount of knowledge present across the organization and making it readily available to all employees and clients, the World Bank created a global knowledge community. Knowledge moved seamlessly across the world to make the work involved in poverty elimination and economic development (the Bank's primary objectives) faster and more effective.

The Great Depression of the late 1930s, followed by the devastation caused by the Second World War (1939-1945), left the world unstable. Economic systems had weakened and world leaders realized the need for a major reconstruction initiative. Even as the war raged, in 1944, leaders from the Allied Nations and their associates met at Bretton Woods, a resort in New Hampshire in North-Eastern US, to deliberate upon and develop an action plan to stabilize politico-economic conditions in the world.

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        Case Code   ITSY043
   Case Length    10 Pages
              Period    1996-2004
 Organization     World Bank
        Pub Date     2004
Teaching Note    Available
     Countries    USA
      Industry    Banking

Issues

The teaching objectives of the case are:

To study the knowledge sharing initiative of a large organization with global operations.

To understand the challenges faced in implementing a knowledge sharing programme at a global level.

To appreciate the need for a knowledge initiative in organizations operating globally.

To analyse the role and importance of the human element in the implementation of any organization-wide initiative, in this case, knowledge sharing.

To appreciate the importance of top management support in the success or failure of any large scale project in an organization.

World Bank, Knowledge management, James Wolfensohn, Bretton Woods conference, International Bank for Reconstruction and Development (IBRD), Thematic groups, Global community, IBM, Communities of practice, Knowledge sharing, Organization structure, Organizational culture, International Finance Corporation, The Multilateral Investment Guarantee Agency and The International Centre for Settlement of Investment Disputes.

Please note:

This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.