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 implementation

Rewards 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 You

For comments and further dialogue please contact:

Dr. Prajapati TrivediSecretary, Performance Management

Cabinet Secretariat

prajapati.trivedi@nic.in