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There were measurements of the effectiveness of the communities of practice. And there was external recognition: we were benchmarked several times as a world leader in knowledge management and as one of the world’s most admired knowledge enterprises.5 Obviously, much remained to be done. Budgets needed to be sorted out. The less effective knowledge communities and vice presidencies needed to be dealt with. The blemishes in technology had to be rectified. But these challenges were largely those of management. It was a matter of strengthening, refining, and reinforcing what was already mainly in place.

By contrast, the work of leadership in knowledge management at the World Bank was by then largely complete. The DNA of the organization had been changed. Thereafter the specifics of the knowledge-sharing program might wax or wane, but the notion of external knowledge sharing had been ingrained in the World Bank’s genetic code. Once people had seen the vision and realized that it could be implemented, it became an ideal the organization had no choice but to aspire to.6 Looking back on the experience, I can see that the World Bank in the period from 1996 to 2000 was an extraordinarily difficult environment, though probably not too different from what many change agents face in other large organizations today when they pursue transformational change.

In fact, the difficult environment at the World Bank was ideal for observing what it means to be a leader: the organization became a giant leadership laboratory. One tremendous source of strength was the team of people that I had to help implement the vision. Roberto Chavez, Carole Evangelista, Adnan Hassan, Seth Kahan, Peter Midgley, and Lesley Shneier constituted one of
the very few high-performance teams with which I have had the good fortune to be associated in my career. I benefited from their unflagging energy and support and learned much from them. Seth Kahan, for instance, taught me much of what I know about storytelling. Lesley Shneier showed everyone how to launch knowledge fairs.

Adnan Hassan provided key strategic insights on the evolving role of knowledge. I also benefited from a network of practitioners in the emerging field of knowledge management associated with the American Productivity and Quality Center in Houston and with Larry Prusak’s Institute for Knowledge Management at IBM.
These networks provided invaluable encouragement and guidance about how to turn the idea of knowledge management into a reality at times when the scene inside the World Bank looked extremely bleak. And the challenges inside the organization were massive. The fact is, making knowledge management happen in a large, complex organization requires an extraordinary amount of collaboration from a huge number of people. In the absence of any hierarchical power to compel compliance, with no ability to direct or control or hire or fire or impose incentives or disincentives, and with only sporadic support from the president and continuing hostility from key senior managers, we were dependent on our ability to inspire people to buy into the idea and act collaboratively. We had no alternative but to invite people to espouse common objectives and modalities.

As a result, throughout the organization, people本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。