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Knowledge Management in Government: An Instrument for Performance Management Dr. Prajapati Trivedi Secretary, Performance Management Cabinet Secretariat KM India Summit 2010
Knowledge Management in Government: An Instrument for Performance Management
Dr. Prajapati TrivediSecretary, Performance Management
Cabinet Secretariat
KM India Summit 2010
Presentation Outline
1. Performance Management in Government
2. Knowledge Management in Government
3. Knowledge Management for Performance Management
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
Presentation Outline
Performance Management in Government
2. Knowledge Management in Government
3. Knowledge Management for Performance Management
Knowledge Management in Government
• Meaning of Knowledge Management
• State of Knowledge Management in Government
• Results of KM Survey of OECD Countries
Meaning of Knowledge Management
“Knowledge Management” includes organisational practices related to:
• generating,
• capturing,
• disseminating know-how, and
• promoting knowledge sharing.
• “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.).
Meaning of Knowledge Management
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
Organization for Economic Cooperation and Development
Knowledge Management in OECDSummary 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
Knowledge Management in OECDKM has been signaled as a management priority
Knowledge Management in OECDKM has been signaled as a management priority
1. Overall KM strategies are being developed:a. Half of all organisations have a KM strategyb. Almost another half will have one in the next three years
2. The KM language is used broadly across organisations
Knowledge Management in OECDKM has been signaled as a management priority
Knowledge Management in OECDMost 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
Knowledge Management in OECDMost are making concrete efforts to improve their KM practices
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
Use of Information technology/e-government
Knowledge Management in OECDMost are making concrete efforts to improve their KM practices
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
The budget picture is more mixed
Knowledge Management in OECDMost are making concrete efforts to improve their KM practices
Knowledge Management in OECDThe Limits to organizational Change
Difficulties of implementationRewards for knowledge sharing remain limited
Difficulty in capturing staff’s undocumented knowledge
Internal resistance to changes
Concerns with sensitive and confidential information
Knowledge Management in OECD
Negative side effects
Information overload
Wasted time in consultation
Difficulties in using new ICTs
Dilution of responsibilities
The Limits to organizational Change
Knowledge Management in OECD
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
KM Practices have not fulfilled all expectations
Knowledge Management in OECDKM 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?
Knowledge Management in OECDAt 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
Knowledge Management in OECDAt the same time, cultural changes are indeed taking place
Knowledge Management in OECDMeasuring 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
Knowledge Management in OECDMeasuring impact of efforts on level and quality of KM Practices
Countries which rank high on both indicators: large and relatively well functioning governments; and,
have provided a relatively stable organisational and cultural environment
Knowledge Management in OECDMeasuring impact of efforts on level and quality of KM Practices
Sectors which rank high on both indicators: coordinating role
outward looking
Thank YouFor comments and further dialogue please contact:
Dr. Prajapati TrivediSecretary, Performance Management
Cabinet Secretariat
