Designing Knowledge Partnerships Better (For Presentation)

8/2/2019 Designing Knowledge Partnerships Better (For Presentation)

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Olivier SerratPncp Knowdg Mngmn Spcs

Knowdg Mngmn Cnrgon nd Susnb Dopmn Dpmnasn Dopmn Bnk

Organization, People, Knowledge, and Technology for Learning


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ADB Initiatives on Knowledge Partnerships 1

2Enhancing Knowledge Managementunder Strategy 2020: Plan of Action (2009-2011)

3Strengthening External Knowledge Partnerships

4Knowledge Partnerships

5Knowledge Partnerships and Organizations

6Fundamentals of Knowledge Partnerships

7Relationships in Knowledge Partnerships

8Functions of Knowledge Partnerships

9Benefts rom Knowledge Partnerships

10Common Forms of Knowledge Partnerships

13Complexity in Knowledge Partnerships

Designing a Knowledge Partnership 1

1Design Checklist

2Ground Rules in Setting UpKnowledge Partnerships

2Managing Knowledge Partnerships

2Success Criteria for Knowledge Partnerships

2Making Knowledge Partnerships Work Better

2Evaluating Knowledge Partnerships

3Qualities Checklist for Effective Partnerships

3Further Reading

3About the Asian Development Bank


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ADB InItIAtIves on KnowleDge PArtnershIPs

Sae 2020 identies Knowledge Solutions and Partnerships as two o ve driverso change.

Kowlede Maaeme ADB moves ADB to improve its organizational culture,management systems, business processes and inormation technology solutions,communities o practice, and learning and development mechanisms.

Ehac Kowlede Maaeme de Sae 2020: Aco Pla (2009-2011)delivers knowledge solutions and knowledge services rom our strategic thrusts.

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enhAncIng KnowleDge MAnAgeMent unDerstrAtegy 2020: PlAn o ActIon (2009-2011)

Shape he Kowlede Focs ADBs Opeaos

(Add value at regional, country,and project levels)

Fhe Ehac Sa Lea

ad Sklls Deelopme(Enhance opportunities

or sta to learn)

Empowe he Commes

o Pacce(Collaborate or knowledge

generation and sharing)

Sehe Eeal

Kowlede Paeshps(Align and leverage external

knowledge)

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strengthenIng externAl KnowleDge PArtnershIPs

soMe chAllenges The purpose and selection of knowledge partnerships need clarity.

Monitoring and evaluation systems are insufcient. Performance vis--vis work plans is poor.

Key ActIons

1. Develop criteria or the selectiono knowledge partnerships includingnon-regional institutions.

2. Ascertain that expected outputsand outcomes are alignedto ADBand DMC priorities.

3. Ensure that knowledge partnershipsare considered when ADB enters intoagreementssuch as letters o intentand memorandums o understandingwith other institutions.

4. Make sure that knowledge partnershipagreements spell out the need to conductproactive dissemination activitiesin ADB and DMCs.

Promote learning, creativity,and innovation or the benet

of DMCs.

Kowlede Paeshps

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KnowleDge PArtnershIPs

KnowleDge PArtnershIPs Are associations and networks of individuals or organizations that share

a purpose or goal. Comprise of members who contribute knowledge, experience,

resources, and connections, and participate in two-way communications. Thrive when there is a strategic, structural, and cultural t, and when

members embrace a collaborative process, behave as a coherent entity,and engage in joint decision making and action.

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KnowleDge PArtnershIPs AnD orgAnIzAtIons

soMe coMMon AttrIButes Groups of individuals or organizations... With a shared, understood, and

consistent purpose or goal... Who voluntarily contribute knowledge,

experience, resources, and connectionstoward joint decision making and actionand share learning to achieve the sharedpurpose or goal

Who rely on the partnership to reach theshared purpose or goal

why KnowleDge PArtnershIPsAre not orgAnIzAtIons A knowledge partnership has a less

ormal structure than an organizationand is more fuid.

Participation is largely voluntaryand as needed, not full-time.

Participants have a high degreeo reedom to make choices.

The nature of decision makingis distributive.

Organizations have managers.Knowledge partnerships have coordinators.

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w?

w?

wa?h?

w?

w?

K Ma

Mii ad eaa

unDAMentAls o KnowleDge PArtnershIPs

Commitment exists at the

top, middle, bottom, andacross unctions in bothpartner organizations.

Risks, rewards, andresources are airly

balanced and adequatelyunderstood.

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t is the glue that holdsnetworks together.

It is the core asset o knowledgepartnerships.

tp-t t BidDiscuss, recognize, support, collaborate, disclose, value, help,

acknowledge, share, and ask.

nd are individuals or organizations.Links are relationships.

trust Is BuIlt By Increasing the bandwidth of information

that fows between nodes Character, honesty, integrity,

and principles Experiencing reciprocity Capitalizing on pre-existing,

heritage relationships

relAtIonshIPs In KnowleDge PArtnershIPs

wa tKd Paip

Knowledge Experience Resources Connections

wa Mak KdPaip wk Trust Reciprocity

Diversity Complementarity

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unctIons o KnowleDge PArtnershIPs

FiLtEringOrganizing and managing inormation that is worth paying attention to.

AMPLiFyingTaking new, little-known, or little-understood ideas, giving them weight, and making them more widely understood.

invESting AnD PrOviDingOering a means to give members the resources they need to carry out their main activities.

COnvEningBringing together dierent, distinct people or groups o people.

COMMunity-BuiLDingPromoting and sustaining the values and standards o individuals or organizations.

LEArning AnD FACiLitAtingHelping members carry out their activities more eciently and eectively.

Time and again, a subtle rationale behind strategic alliancesis obscured by their explicit strategic motives.

That rationale is the intent to learnespecially knowledge that is tacit, collective,

and imbedded: and it is probably ailure in this arena that explains shortcomings.

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BeneIts roM KnowleDge PArtnershIPs

Increased access to knowledge,

experience, resources, and connections

Shared learning

Shared good practices

Fostered creativity and innovation

Increased business process efciencies

Increased visibility of concerns and issues

Strengthened capacity to advocate

and infuence policy

More effective responses to complex

realities and scaled-up impact

Reduced isolation and increased credibility

Mitigated risks

wa Kd Paip

o B gd a

ei a or data, inormation,

and knowledge

Rapid dimiai

Efcient ma-d a to collect

and connect with others and resources

Building adapi and fib capacity

rii to shock or change

A ool can learn romhis own experience, the wise learn

rom the experience o others.- Democritus

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coMMon orMs o KnowleDge PArtnershIPs

newokPaeshp

iomalPaeshp

Paeshp whsome Fomal

Elemes

isoalPaeshp

ie-Oazaoa

PaeshpAttributes Web of

relationships,or loose tieso inormationtranser andreciprocity,uelled by trust

Self-governingand self-regulating

Membersarticulate waysto leverage somearrangements

Highlydependenton inormalleadership toachieve purposeor goal

Partnership witha common nameand collectiveidentity

Guidingprinciples andnorms ordecision-making

and emerging orwell-establishedgovernancestructures

Small secretariatacilitatesunctioning othe partnershipand is primarilyaccountable

to partnershipmembers

Legallyrecognizedentities withinstitutionallegitimacy; canattract largeproject undingrom the state,private sector

donors

Structuresand systemsto manageand accountor complexunded projectsand to rapidlydisseminateinormation

and promotecreativity andinnovation

Contractualrelationships,agreements, anaccountabilitiewhere undedprojects anddelivering onresults are themain drivers o

the partnership

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newokPaeshp

iomalPaeshp

Paeshp whsome Fomal

Elemes

isoalPaeshp

ie-Oazaoa

PaeshpTypical Benets Connections and

relationships

Access toknowledge,experience,resources, andconnections

Space inwhich to shareinormation,develop goodpractices, andmobilize as apartnership orchange

Collectiveidentity,combinedwith internaland externallegitimacy

Capability tosynthesize

learning, to doresearch, tomove thingsorward betweenmeetings, tomobilize thepartnershipor joint actionand to managerelationships

Capacity to scaleup and to takeon complex,internally andexternally undedprojects, as apartnership withgreater impact

Capacity toaddress compllocal, national,regional, globainstitutional orpolicy issuesor integratedservice deliveryrequiring

collaborationamong dierenstakeholdergroups

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newokPaeshp

iomalPaeshp

Paeshp whsome Fomal

Elemes

isoalPaeshp

ie-Oazaoa

PaeshpTypical Limitsand Challenges

Benetsaccrue mostlyto individualmembers, withlimited impacton the partnerorganizations

Limited internaland externallegitimacy

Risk o dissentionaround thepurpose or goal

Due to limitson availableresources andthe challengeso organizationalcomplexity, thereare risks thatthe secretariatcan begin to

substitute or thepartnership ordoes not havethe capacityto meet theexpectations othe partnershipsmembers

The secretariatcan becomedriven byundingimperatives andcontracts

Competitionor access to

resources canarise in thepartnershipand lead toloss o trustand reducedwillingness toshare inormation

Formalizing canreduce the fow

o inormationand limitcreativity andinnovation

Fostering andpreservingtrust, jointownership,and collaborati

Possiblecompetition orconfict over w

holds powerand accessesresources canlead todisengagemeno actors, or loso capabilitiesand legitimacy

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coMPlexIty In KnowleDge PArtnershIPs

Aligns individuals ororganizations to develop

a collective valueproposition and common

identity

Individuals come to sharea set o ideas, language,

and standards

Connects individualsor organizations to

allow easy fow o andaccess to knowledge,experience, resources,

and connections

Fosters joint decisionmaking and actionor agreed upon,

specialized outcomesby aligned individuals o

organizations

Mobilization Advocacy Learning and sharing Delivering knowledge

products and services etc.

O Oac Initiation and start-up Status quo or growth Renewal or decline Long-term sustainability

COnnECtivity

Inormation

LEvEL OF COMPLExity inCrEASES

PrODuCtiOn

Initiative

ALignMEnt

Identity

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DesIgnIng A KnowleDge PArtnershIP

1. What kd o partnership do you wish to build?

2. What is the ale poposo that will attract participants?

3. What is the (initial) membeshp?

4. How will the partnership be oeed?

5. What will the partnerships sce be?

6. What are the partnerships opea pcples?

7. Who will bld the partnership?

Partnerships are self-regulating systems:i they have no value proposition

individuals or organizations will exit them.

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How Complcaed s he Collaboae task?

The task is not likely to be accomplished using only the skills in the organization. The task must be addressed by a new arrangement designed specically

or the purpose or goal. The task requires collective inputs from specialized individuals. The task requires collective inputs from more than 10 individuals. The members of the collaborative arrangement are in more than two

geographical locations. The success of the task depends on understanding the preferences or needs

o individuals outside the organization. The task must be accomplished under time pressure. The outcome of the task will be inuenced by uncertain, emerging events.

I more than two o the above statements hold,

the collaborative task requires special arrangements.

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1. Wha Kd o Paeshp? Choose carefully and wisely. Are you wiling to be partners and is your partner?

Is this an important and valuable partner? Partnerships should be designed to serve the partnerships function. Take time to clarify what the purpose or goal of the partnership is. Differentiate between the partnership design and partnership launch phases.

2. Wha s he Paeshps vale Poposo? Sharing knowledge Building trust Sharing experience Building reciprocity Sharing resources Building diversity Sharing connections Building complementarity

3. Wha s he Paeshps Membeshp? Partnerships can be open or closed. Membership should be aligned to the purpose or goal and required capacities. There can be different categories of members, e.g., core group, inner circle,

outer circle.

SOME CritEriA FOr MEMBErSHiP

Shared commitment to the partnerships purpose or goal Expertise or competence in key content areas Connections that matter Capacity to collaborate Being a good partnership citizen

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4. How Wll he Paeshp be goeed?

5. Wha Wll he Paeshps Sce Be?

Who decdes? Core group All members Other arrangements

How ae decsoseached?

By consensus By democratic vote By action (emergence) By outsiders

Wha s decded? Purpose or goal Values and beliefs Membership criteria Member responsibilitie Plans and strategies Outputs Distribution of resource

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6. Wha Ae he Paeshps Opea Pcples? Make the partnership do the work and minimize delegation opportunities. Let connections ow to value. Let variation create (unplanned) opportunities. Keep plans and strategies exible. Encourage strategic learning from emergent strengths, weaknesses, opportunities,

and threats.

7. Who Wll Bld he Paeshp?

Sample roles o Paeshp Bldes

Ognz esbshs h pnshps pupos o go nd s u poposon,nks h fs nods, nd cs n soucs.

Fund Pods n soucs.

W incss nks mong nods nd conncs o nw nods.

Coodno Hps sbsh h pnshps shd u poposon,ngos con pns o poducon, nd coodns poducon.

Coch adss ognzs, unds, ws, nd coodnos.

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DesIgn checKlIst

Ppose o goalWhat is the value proposition?What will the partnership produce?What values and principles will guide it?

MembeshpWho will the members be?What are the membership criteria?Will there be different classes of members?What will be the obligations and benets ofmembers?

goeaceWhat decisions will need to be made?Who will make decisions?How will decisions be made?

SceWhat will the structure look like?What will the development path look like?

MeasesWhat is success? What are its specics?How will the partners know when successis achieved?How will success be rewarded?

FomaoWho will build the partnership?Will an outside facilitator be used to facilitatealignment and production plans?Who will operate the partnership?

PodcoWhat hypotheses will you test?How will you design joint undertakings?How will you evaluate results?What will give you condence to scale them up?

CommcaosAre open communications and inormationa visible indicator o the level o trust?Is the power o technology harnessed in support?

resocesWhat resources will fuel the partnership?What contributions will members make?What are all the possible sources of funding?Who will manage the cash?

EalaoWhat factors do you want to assess?Who will do the evaluation?How will you design evaluation at the ront end?

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grounD rules In settIng uP KnowleDge PArtnershIPs

Describe clearly the ppose o oal.

Clarify the oles ad esposbles o each party.

Develop mechasms o esole poeal cocs o interests

or partner disputes.

Generate meas o shae omao with other stakeholders.

Agree on pcples o coslao:

Engaging diverse stakeholders

Instituting reliable operating structure and process management

Practicing transparency Using eective communication channels

Fostering focus on interests, not positions or personalities

Allowing or independent verication

Being responsible to all concerned

Making use of existing networks

Incorporating capacity building Allowing or process adjustments

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MAnAgIng KnowleDge PArtnershIPs

PArtnershIP MAnAgeMent tAsKs Weaving connections within the partnership and between the

partnership and associated players. Facilitating alignment that leads to production agreements. Coordinating the actual work of production and partnership

development. Operating the partnership and handling management issues. Monitoring and evaluating partnership development and performance.

Planning must, eventually, degenerate into work.

MAnAgeMent Issues thAtrequIre AttentIon Balancing between the needs of the

parts and those o the whole. Balancing autonomy with collective

control, and stability with change. Ensuring effective communications.

Policing the partnership

AssIgnIng resPonsIBIlItIes Work plans lie at the core of a

partnerships value proposition. In the voluntary, collaborative structure

o a partnership, responsibilities stillneed to be made very clear.

It helps to have an outsider negotiate

and structure the partnershipsrelationships.

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success crIterIA or KnowleDge PArtnershIPs

InorMAl leADershIP

Coordinators are active and committed, give space to others,

act as leaders o the cause the partnerships stands or, make connections,

acilitate relationships, and make good use o resources.

The partnership relies on a core group of coordinators with

complementary skills and usually includes a governing committee,

secretariat, and working groups.

AlIgnMent AnD IDentIty The partnership connects individuals across functions, locations,

and organizations and creates a third space or learning, creativity,

innovation, and development o joint practice.

In the partnership, legitimacy is earned, not declared.

The partnership fosters the emergence of collective identity

among members.

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technIcAl exPertIse AnD resources

Cooperation increases when the roles of individuals members

are sharply dened.

The partnership is able to tap the technical expertise and professionalism

o members and connect them to the higher purpose or goal

that motivates them.

The partnership offers possibilities for individuals to use their knowledge

outside o their organizations to create new knowledge and spark energy

or change that, potentially, can be used by others. The partnership is looked to and recognized by key stakeholders

(e.g., policy makers) as a place to visit or consult or deep expertise.

Resources come in various forms: in-kind; grants; member funding; etc.

Sweat equity is the key to most successul partnerships.

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coorDInAtIon

Coordinators are both task- and relationship-oriented.

Coordinators focus rst on serving partnership members.

They earn and maintain the commitment of members by ensuring

that the partnership responds to explicit (not constructed) needs.

Coordinators create a gift culture by coaching and mentoring.

They encourage activity and interaction among members

o the partnership and build networks to oster a sense o community.

Coordinators provide technical advice and scan the environmentor opportunities to advance the partnerships purpose or goal

and benet its members.

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coMMunIcAtIon systeMs

The partnership has signicant capability to use information

and communications technology to facilitate rapid and broad-based

interaction among members.

The partnership strengthens and supplements online communications

with face-to-face interactions.

ADAPtIve cAPAcIty

Coordinators have strong analytical and adaptive capabilitiesand eectively anticipate and respond to changing circumstances.

The partnership invests in information and communications technology,

relies on inormation exchanges to gather intelligence rom a range

o sources, and establishes spaces or processing and sharing data,

inormation, and knowledge.

The partnership reinvents its working forms as needed.

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MAKIng KnowleDge PArtnershIPs worK Better

Fom toDfnng h gh busnss

ngmnsDopng h ghwokng onshp

Cng nds mcs Cng mns mcs

emnng dncs embcng dncs

esbshng ommngmn sysms

nd sucus

enbng cobobho

Mngng h xnonshp wh pns

Mngng ons nnskhods

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evAluAtIng KnowleDge PArtnershIPs

the DAC Pcples o Ealaoo Deelopme AsssaceThe OECD-Development Assistance Committeesets ve criteria or evaluating development programsand projects:1. Relevance2. Eciency3. Eectiveness4. Sustainability5. Impact

The OECD-DAC criteria

should be consideredwhen evaluatingknowledge partnerships

but also during theirdesign and or monitoring

purposes.

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rELEvAnCE

Relates to whether or not the purpose or goal o the partnership is suited

to the priorities and policies o the partners and those that the partners

wish to infuence, and is aligned with broader development priorities.

1. Does the partnership have a clear, shared purpose or goal

that meets dened needs?

2. Will the partnership help each organization to achieve more

than it could on its own?3. Will the partnership help each partner to dene its own areas

o infuence more clearly?

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EFFiCiEnCy

Measures the qualitative and quantitative outputs in relation to the inputs.

Attention should be given to alternative approaches to achieve the same

outputs, and the extent to which the partnerships made optimal use o all

available resources.

1. Have you explored dierent delivery options, including whether

a partnership is the best approach?

2. Are the necessary resources available, properly allocated,and well-matched for planned activities?

3. Is there scope or adjustment o processes, activities, and resources

during the liespan o the partnership?

4. Is there clarity on management o the assets (unds, intellectual property,

and brand) o the partnership?

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EFFECtivEnESS

Reers to the extent to which the knowledge partnerships attains

its purpose or goal.

1. Does the partnership have a clear outcome identied?

2. Are there processes, inrastructure, and resources with sucient fexibility

in place or

Quality exchange of knowledge and experience?

Regular communication and meetings? Communicating beyond the partnership?

3. Have you mutually agreed upon a ramework or monitoring work

over time?

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SuStAinABiLity

Gauges the likelihood that the achievements of the partnership

and the partnership itsel can be sustained, that last concern restingon our dimensions:

Relevance whether the purpose or goal of the partnership

is still relevant

Relationships whether the partners are still active

Resources whether resources are still available

Time whether continuation of the partnership is necessary

1. How can the outcome o the partnership work be sustained?

2. Should the partnership itsel be sustained and, i so, how?

3. Do you know what motivates the partners to want to continue

to participate?

4. Are there mechanisms in place to jointly refect, learn, and adapt over

an extended lie span o the partnership?

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iMPACt

Reers to the positive and negative changes produced by the partnership

activities, directly or indirectly, intended or unintended. The impact shouldbe examined at two levels:

The contribution that the partnership as a whole

makes to the attainment o development priorities; and

The improvement of each partners institutional capacity to have impact.

1. How will you ascertain whether the outcome led to impact?2. How will you ascertain whether people outside o the partnership

are aware o the knowledge generated and use it?

3. How will you ascertain whether the partners capacities increased

as a result o the partnership?

4. Does the partnership have fexibility or the unexpected to emerge?

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quAlItIes checKlIst or eectIve PArtnershIPs

1. The partnership has a solid base ofjo commme and desad.2. There is a clea ad appopael dealed pla or achieving the purpose

or goal o the partnership.

3. Each partner clearly beefs rom the partnerships.

4. Sucient and appropriate esoces ae commed rom all partners

or achieving the purpose or goal o the partnerships.

5. The partnership has an appropriate leel o omal.

6. The partnership has ood leadeshp.

7. The partnership has clea ad eece les o accoabl.

8. Partners commcae a podce ad sppoe wa.

9. There is s in the unction o the partnership.

10. Accurate and appropriate dcaos ae sed o ealae ad mpoe

he sccess ad poess o the partnership.

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urther reADIng

ADB.2008.Building Communities of Practice.Available: http://www.adb.org/documents/information/knowledge-solutions/building-communities-practice.pdf

ADB.2009.Building Networks of Practice.Available: http://www.adb.org/documents/information/knowledge-solutions/building-networks-of-practice.pdf

ADB.2008.Creating and Running Partnerships.Available: http://www.adb.org/documents/information/knowledge-solutions/creating-running-partnerships.pdf

ADB.2009.Enhancing Knowledge Management Strategies.

Available: http://www.adb.org/documents/information/knowledge-solutions/enhancing-knowledge-management-strategies.pdf

ADB.2009.Learning in Strategic Alliances.Available: http://www.adb.org/documents/information/knowledge-solutions/learning-in-strategic-alliances.pdf

ADB.2009.Strengthening Communities of Practice in ADB.Available: http://www.adb.org/documents/reports/consultant/strengthening-communities-of-practice.pdf

ADB.2011.Guidelines for Knowledge Partnerships.Manila.Available: http://beta.adb.org/publications/guidelines-knowledge-partnerships

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http://www.adb.org/documents/information/knowledge-solutions/building-communities-practice.pdfhttp://www.adb.org/documents/information/knowledge-solutions/building-communities-practice.pdfhttp://www.adb.org/documents/information/knowledge-solutions/building-communities-practice.pdfhttp://www.adb.org/documents/information/knowledge-solutions/building-networks-of-practice.pdfhttp://www.adb.org/documents/information/knowledge-solutions/building-networks-of-practice.pdfhttp://www.adb.org/documents/information/knowledge-solutions/building-networks-of-practice.pdfhttp://www.adb.org/documents/information/knowledge-solutions/creating-running-partnerships.pdfhttp://www.adb.org/documents/information/knowledge-solutions/creating-running-partnerships.pdfhttp://www.adb.org/documents/information/knowledge-solutions/creating-running-partnerships.pdfhttp://www.adb.org/documents/information/knowledge-solutions/enhancing-knowledge-management-strategies.pdfhttp://www.adb.org/documents/information/knowledge-solutions/enhancing-knowledge-management-strategies.pdfhttp://www.adb.org/documents/information/knowledge-solutions/enhancing-knowledge-management-strategies.pdfhttp://www.adb.org/documents/information/knowledge-solutions/learning-in-strategic-alliances.pdfhttp://www.adb.org/documents/information/knowledge-solutions/learning-in-strategic-alliances.pdfhttp://www.adb.org/documents/information/knowledge-solutions/learning-in-strategic-alliances.pdfhttp://www.adb.org/documents/reports/consultant/strengthening-communities-of-practice.pdfhttp://www.adb.org/documents/reports/consultant/strengthening-communities-of-practice.pdfhttp://beta.adb.org/publications/guidelines-knowledge-partnershipshttp://beta.adb.org/publications/guidelines-knowledge-partnershipshttp://www.adb.org/documents/reports/consultant/strengthening-communities-of-practice.pdfhttp://www.adb.org/documents/reports/consultant/strengthening-communities-of-practice.pdfhttp://www.adb.org/documents/information/knowledge-solutions/learning-in-strategic-alliances.pdfhttp://www.adb.org/documents/information/knowledge-solutions/learning-in-strategic-alliances.pdfhttp://www.adb.org/documents/information/knowledge-solutions/enhancing-knowledge-management-strategies.pdfhttp://www.adb.org/documents/information/knowledge-solutions/enhancing-knowledge-management-strategies.pdfhttp://www.adb.org/documents/information/knowledge-solutions/creating-running-partnerships.pdfhttp://www.adb.org/documents/information/knowledge-solutions/creating-running-partnerships.pdfhttp://www.adb.org/documents/information/knowledge-solutions/building-networks-of-practice.pdfhttp://www.adb.org/documents/information/knowledge-solutions/building-networks-of-practice.pdfhttp://www.adb.org/documents/information/knowledge-solutions/building-communities-practice.pdfhttp://www.adb.org/documents/information/knowledge-solutions/building-communities-practice.pdf


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ADBs vision is an Asia and Pacic region ree o poverty. Its mission is to help its developing member countries reduce poverty and impro

the quality of life of their people. Despite the regions many successes, it remains home to two-thirds of the worlds poor: 1.8 billion peoplwho live on less than $2 a day, with 903 million struggling on less than $1.25 a day. ADB is committed to reducing poverty through inclus

economic growth, environmentally sustainable growth, and regional integration.Based in Manila, ADB is owned by 67 members, including 48 from the region. Its main instruments for helping its developing membercountries are policy dialogue, loans, equity investments, guarantees, grants, and technical assistance.

For more information, contactKowlede Maaeme Cee

Asian Development Bank

6 ADB Avenue, Mandaluyong City1550 Metro Manila, Philippines

Tel +63 2 632 6710Fax +63 2 632 [email protected]

www.adb.org/knowledge-management/

ABout the AsIAn DeveloPMent BAnK

2012 by asn Dopmn Bnk. a ghs s

Mch 2012

Knowledge Primers serve as quick introductions to knowledge management and learning applications in development work.

In an attractive package, they are suitable for interactive presentations and self-learning for action. They are offered as resourcesto ADB staff. They may also appeal to the development community and people having interest in knowledge and learning.

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mailto:knowledge%40adb.org?subject=More%20information%20pleasehttp://www.adb.org/knowledge-management/http://www.adb.org/knowledge-management/mailto:knowledge%40adb.org?subject=More%20information%20please

Designing Knowledge Partnerships Better (For Presentation)

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