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Knowledge Management in Government: An Instrument for Performance Management

Knowledge Management in Government: An Instrument for Performance Management. KM India Summit 2010. Dr. Prajapati Trivedi Secretary, Performance Management Cabinet Secretariat. Presentation Outline. Performance Management in Government Knowledge Management in Government

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Knowledge Management in Government: An Instrument for Performance Management

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  1. Knowledge Management in Government: An Instrument for Performance Management KM India Summit 2010 Dr. Prajapati Trivedi Secretary, Performance Management Cabinet Secretariat

  2. Presentation Outline • Performance Management in Government • Knowledge Management in Government • Knowledge Management for Performance Management

  3. 1. Performance Management in Government • Perceptions about Government Performance • Explanations about Government Performance • Meaning of Government Performance • How to Improve Government Performance • International Best Practice and Options • Indian Experience • Lessons of Experience – Summing Up

  4. Presentation Outline • Performance Management in Government • Knowledge Management in Government • Knowledge Management for Performance Management

  5. Knowledge Management in Government • Meaning of Knowledge Management • State of Knowledge Management in Government • Results of KM Survey of OECD Countries

  6. Meaning of Knowledge Management • “Knowledge Management” includes organisational practices related to: • generating, • capturing, • disseminating know-how, and • promoting knowledge sharing.

  7. Meaning of Knowledge Management • “Knowledge Management” practices includes: • organisational arrangements (decentralisation of authority, use of information and communication technologies etc.); • personnel development (mentoring and training practices, mobility, etc.) and management of skills; • transfer of competencies (databases of staff competencies, outlines of good work practices, etc.); • incentives for staff to share knowledge (staff performance assessment and promotion linked to knowledge sharing, etc.).

  8. Organization for Economic Cooperation and Development State of Knowledge Management in Government` • Mostly in OECD countries • Only recently become a management theme • Though on conference agendas for 10-15 years • Large Multinationals were among the first • Private sector in general realizes its value • Governments are always late comers in management reforms

  9. Knowledge Management in OECD Summary of KM Survey by OECD • KM has been signaled as a management priority • Most governments are making concrete efforts to improve their KM practices • There are limits to organizational change • KM practices have not fulfilled all expectations • At the same time, cultural changes are indeed taking place • Correlation between effort and outcome of KM Practices is low

  10. Knowledge Management in OECD KM has been signaled as a management priority

  11. Knowledge Management in OECD KM has been signaled as a management priority

  12. Knowledge Management in OECD KM has been signaled as a management priority • Overall KM strategies are being developed: • Half of all organisations have a KM strategy • Almost another half will have one in the next three years • The KM language is used broadly across organisations

  13. Knowledge Management in OECD Most are making concrete efforts to improve their KM practices • Personnel development • increased training opportunities • new personnel development practices have not been systematised • KM specific organisational arrangements • central coordination units, quality groups/communities of practices, knowledge networks, CKO • filing mechanisms, electronic archiving, databases • More initiatives to promote the sharing of Knowledge with outside organisations

  14. Knowledge Management in OECD Most are making concrete efforts to improve their KM practices Use of Information technology/e-government • ICTs and internal knowledge sharing: internal access to basic e-government technologies has been achieved • ICTs and external knowledge sharing • Stage 1: Information • Stage 2: Interactive information • Stage 3: Transactions • Stage 4: Data sharing

  15. Knowledge Management in OECD Most are making concrete efforts to improve their KM practices The budget picture is more mixed • A minority of organisations have an overall view of how much KM practices cost • The budget dedicated to KM practices is not going to increase tremendously in the next five years

  16. Knowledge Management in OECD Most are making concrete efforts to improve their KM practices

  17. Knowledge Management in OECD The Limits to organizational Change • Difficulties of implementation • Rewards for knowledge sharing remain limited • Difficulty in capturing staff’s undocumented knowledge • Internal resistance to changes • Concerns with sensitive and confidential information

  18. Knowledge Management in OECD The Limits to organizational Change • Negative side effects • Information overload • Wasted time in consultation • Difficulties in using new ICTs • Dilution of responsibilities

  19. Knowledge Management in OECD KM Practices have not fulfilled all expectations • Perceived increase in efficiency, transpareny and outward focus • Structural changes related to the improved competitiveness of the public employer and the changes to the vertical and silo type of hierarchical structures have not been achieved yet

  20. Knowledge Management in OECD KM Practices have not fulfilled all expectations • Because: • of the lack of KM practices? KM strategies are too recent? • of the difficulties in implementing KM practices? • of unrealistic expectations?

  21. Knowledge Management in OECD At the same time, cultural changes are indeed taking place • Staff attitudes have changed • staff now consider K sharing is good for their career • staff make documents available to others more spontaneously+ • Managers’ attitudes have changed • spend more time disseminating info to their staff • devolve autority to lower levels • build project teams • Managing knowledge workers

  22. Knowledge Management in OECD At the same time, cultural changes are indeed taking place

  23. Knowledge Management in OECD Measuring impact of efforts on level and quality of KM Practices • Weak correlation between efforts made at improving KM and perception of results • Countries which rank high on both indicators: • large and relatively well functioning governments; and, • have provided a relatively stable organisational and cultural environment • Sectors which rank high on both indicators: • coordinating role • outward looking

  24. Knowledge Management in OECD • Countries which rank high on both indicators: • large and relatively well functioning governments; and, • have provided a relatively stable organisational and cultural environment Measuring impact of efforts on level and quality of KM Practices

  25. Knowledge Management in OECD • Sectors which rank high on both indicators: • coordinating role • outward looking Measuring impact of efforts on level and quality of KM Practices

  26. Thank You For comments and further dialogue please contact: Dr. Prajapati Trivedi Secretary, Performance Management Cabinet Secretariat prajapati.trivedi@nic.in

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