The Share Plan

1. Introduction

The eradication of poverty requires an effective global knowledge-sharing strategy to ensure those who need knowledge can be in a timely manner from the World Bank or other organizations access to knowledge. Knowledge-sharing allows the World Bank be able to respond quickly to customer needs, providing high-quality products, encourage innovation, and continuous introduction of new services to customers.

By the "World Bank Institute" (WBI) is responsible for the "knowledge sharing" (KS) program to help the World Bank's employees, customers and partners to systematically capture and organize their knowledge and experience in wealth; to enable this knowledge can be more easily by internal and external access to a wide audience; and in charge of dealing with similar development issues, establish links between individuals and teams.

By working with the World Bank Institute and the World Bank regions and networks on the continued cooperation and knowledge-sharing plans to promote and assist the main body of knowledge sharing and learning becomes a collaborative, multi-directional, continuous, dynamic process. Simply put, it's mission is to help James Wolfensohn in 1996's "knowledge bank" concept into actual operation.

Knowledge-sharing benefits include: speed - faster response to customer demand; quality - to provide customers with development specialists around the world and the doer of the experience, and be adapted according to local conditions; innovation - not only to improve the current the work, but also introduce new products and services, as well as experimental and innovative ideas.

2. Vision

"The World Bank's aim is to use passion and expertise to the war on poverty, access to long-term results - through the production of resources, sharing knowledge, building capacity, as well as in the public and the private sector to forge partnerships to help people help themselves and improve the environment."

- The World Bank Mission Statement

The World Bank to help its member countries to promote development, poverty eradication projects, the creation, sharing and application of knowledge has always been an important component. However, from the mid-90s, the World Bank began a systematic way to organize its knowledge activities to maximize their potential benefits.

The World Bank's knowledge strategy includes three main pillars:

First, the effective use of knowledge to support our operations quality:

The World Bank established a "theme team" (TGs), they are responsible for collating curing banks and other organizations in their areas of expertise to get the information and that information is processed into useful knowledge. "Consultancy services" (Ask Us) services, the bank employees, partners and customers to provide quick answers to the problem.

Secondly, with our customers and partners to share knowledge:

"Comprehensive Development Framework" and "Poverty Reduction Strategy Papers" has put this new way of working marked on the map. The World Bank, through a series of projects based on new technologies to implement it, these projects have greatly enhanced our knowledge sharing capacity.

Third, to help customers enhance the creation, access and use of knowledge from any source, the ability to:

Ultimately, the success of national development efforts depends on the well-trained human resources and institutional arrangements for implementing these efforts. Therefore, to support the development of various countries to enhance their capability is the core of World Bank's poverty reduction mission.

3. Overview

What is a "knowledge sharing / knowledge management"?

The World Bank in the "knowledge sharing / knowledge management" refers to the capture and systematic organization of its employees, customers and partners the knowledge and experience in wealth; to make these knowledge can easily be internal or external access to a wide audience; and at work on similar themes to establish links between groups and communities.

The World Bank's knowledge-sharing concern:

• the knowledge is equivalent to money;
• to our customers and partners learning;
• Promotion of continuous learning;
• build capacity and broaden the customer relationship;
• to promote effective sharing of knowledge in an open environment.
Why do we need knowledge sharing / knowledge management?

The eradication of poverty requires an effective global knowledge-sharing strategy to ensure those who need knowledge can be in a timely manner from the World Bank or other organizations access to knowledge. From a few years ago a relatively closed organization, the World Bank has become a global development partner, making the bank's internal or external are more easy to find with a variety of development issues related to information, knowledge and answers.

With client countries, public and private partners and civil society organizations continue to share in the global or local technical know-how conducive to the development community to better fight poverty. The World Bank through a variety of consultative mechanisms, recognizing that it does not have a monopoly on knowledge and efforts are being made to the development community in other people's insight and experiential learning.

Knowledge of how to share?

Employees, customers and knowledge-sharing among partners, including better cross-cutting components:

• Theme groups or communities of practice to promote the sharing of experience of internal or external;
• Consultancy Services: Provides information, knowledge and solutions fast, easy access to channels;
• global or regional projects: through online or face to face basis, in the leading doer development issues together, exchange experiences, develop skills.
Who is responsible for the coordination of knowledge sharing?

The coordination of knowledge sharing include: knowledge manager, coordinator, as well as consultants from the various vice president, and a small coordination unit - knowledge sharing group.

4. Development Year Representative:

1996:

• James Wolfensohn put forward the "knowledge bank" concept;
• Matrix organizational structure;
• Start "theme team";
• create a "consultancy services";
1997:

• approved by the strategic retrenchment;
• the convening of the Global Knowledge Conference;
1998:

• All access to the World Bank office of a global communication system;
• start the innovation market;
• knowledge sharing as part of an integrated performance appraisal;
1999:

• publication of "World Development Report: Knowledge for development";
• Release of "knowledge management action summary"
2000:

• Start "Global Development Learning Network";
• Start "development pathway";
• create a "knowledge for development" projects;
• World Bank's knowledge-sharing achievements have been recognized;
2001:

• Release of "strategic retrenchment assessment";
2002:

• The World Bank formally established the three pillars of knowledge-sharing.