In 1996, the World Bank made a commitment to develop a world-class
knowledge management system and to improve and expand the
sharing of development knowledge with clients and partners.
This independent evaluation finds that while the initiative
has allowed staff, clients, and partners to have faster
and easier access to Bank knowledge, the new knowledge sharing
activities have not been tightly linked to the Bank’s
core lending and non-lending processes. As a result, their
impact on Bank development effectiveness has been limited.
Now entering the seventh year of its knowledge initiative,
the Bank needs to move deliberately to embed knowledge sharing
processes in its core business processes and manage its
knowledge services for results.
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