Knowledge Management in Government: An Instrument for Performance Management Dr. Prajapati Trivedi Secretary, 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 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 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

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

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

1. Overall KM strategies are being developed: a.Half of all organisations have a KM strategy b.Almost another half will have one in the next three years 2.The KM language is used broadly across organisations Knowledge Management in OECD KM has been signaled as a management priority

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

Knowledge Management in OECD Most are making concrete efforts to improve their KM practices r ICTs and internal knowledge sharing: internal access to basic e- government technologies has been achieved r 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 OECD Most are making concrete efforts to improve their KM practices r A minority of organisations have an overall view of how much KM practices cost r 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 OECD Most are making concrete efforts to improve their KM practices

Knowledge Management in OECD The Limits to organizational Change Difficulties of implementation rRewards for knowledge sharing remain limited rDifficulty in capturing staff’s undocumented knowledge rInternal resistance to changes rConcerns with sensitive and confidential information

Knowledge Management in OECD Negative side effects rInformation overload rWasted time in consultation rDifficulties in using new ICTs rDilution of responsibilities The Limits to organizational Change

Knowledge Management in OECD rPerceived increase in efficiency, transpareny and outward focus rStructural 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 OECD KM Practices have not fulfilled all expectations Because: å of the lack of KM practices? KM strategies are too recent? å of the difficulties in implementing KM practices? å of unrealistic expectations?

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

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

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

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

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

Thank You For comments and further dialogue please contact: Dr. Prajapati Trivedi Secretary, Performance Management Cabinet Secretariat