Knowledge Management at the World Bank: Part 2 Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

This case is about the way in which the World Bank, after finding out that the creation and dissemination of knowledge to the international development community was one of their strategic functions and goals, transitioned from being only a financing bank to both a lending and "knowledge bank."

The challenges and issues addressed in this event are focused around both general change management problems (aligning the organization around a completely different set of aims and priorities) and specific knowledge management threats (motivators to share knowledge; institutionalizing KILOMETER in the daily functions and actions of employees; defining metrics to measure success and impact).) This is an ensuing case, "part 2" to an earlier case scenario that was released by the Harvard Kennedy School (instance number 1936.0, "Knowledge Management at the World Bank"), which emphasized on the thirteen-year period that the Bank management internally encouraged the notion that the Bank needed to become the leading originator, agent and sharer of knowledge about international development.

As a consequence of this thirteen-year struggle, by 2009 there was a good amount of acceptance and support within the Bank for the brand new knowledge management objects, and this case is more tilted towards how the Bank approached acquiring their knowledge management-related goals and beating the associated internal transformational challenges. Case number 2012.0.

PUBLICATION DATE: March 13, 2014 PRODUCT #: HKS789-PDF-ENGhis is just an excerpt. This case is about

This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE