1. WORLD BANK KNOWLEDGE PLATFORMS 1

2. Knowledge Platform Program Objectives Strengthen “Open Knowledge” agenda Co-generation of knowledge outputs External partnerships Sustain or raise profile of topic globally High technical quality of output Vibrant communities of practice and effective knowledge management Show impact on Bank operations Connectivity and integration with operational teams Additional KP-specific goals (at discretion of the KP)

3. Knowledge Platform Program Process Two rounds of competition Each round Received more than 20 proposals Short list of 6 3 finally selected for multi-year funding ------------------ An atypical example of selectivity in resource allocation at World Bank

4. Six Knowledge Platforms 4

5. Lessons learned – 18 months in The legitimacy, branding, and financing are critical The Knowledge Platforms (KPs) are start-ups facing and surmounting unanticipated and underestimated challenges There are 2 levels of innovation in process: 1) innovative creation of a “living-lab” platform or space, 2) innovative co-generation of knowledge through the platform By applying similar and different approaches appropriate to each topic, each Platform is making solid progress on the “Open Knowledge” and “Raising the profile of topic globally” aspect of the objectives All platforms need to concentrate further on achieving impact on operations In addition to defined objectives, KPs are achieving unprecedented success in areas that have been long-standing barriers

6. Transformational Impact Building skills in authentic “collaborative competency” - essential for co- generating knowledge in today’s global development community Creating cross-sectoral and cross-department collaboration that: Result in shared ownership of cross-cutting global topics Heralded by clients as revolutionizing capacity building and directly responsible for saving lives during emergency crisis (Open Development Technology Alliance) Buy-in around essential linkages between previously divided sectors and raises the bar for externals (Food Security and Nutrition) Constructively challenging Bank systems that inadvertently impede openness because they are either under-resourced or have not been able to engage staff effectively Creating state-of-the-art development of more democratic “User-driven” versus Bank-driven collaboration vehicles with externals that is imperative for continuing relevance in globalized world

7. New Ways of Working Improving relationships with externals and reaffirming the Bank as a partner on global issues (Urbanization) Making a broad range of external partners and users optimistic about Bank’s sincerity around co-ownership by making shared- governance and sustainability beyond Bank financing a priority (Green Growth) Sustaining and raising profile of platform topics globally by leveraging Bank brand, convening power, and growing ability to create more democratic vibrant partnerships Co-generating knowledge: Developing global communication skills that result in Bank staff and global development partners becoming more knowledgeable, and thinking about topics differently (all 6).