We adapted Colin Collinson and Geoff Parcell's KM self-assessment matrix and used it to assess IFAD's KM maturity and set ourselves a targets for improvement

1. Knowledge & organisation development in IFAD
1 2 3 4 5
Awareness Reaction Action Consistently apply The way we work
Isolated people with a passion Most people say sharing Some job descriptions include A strategy for knowledge Knowledge sharing strategy is
for knowledge management knowledge is important. knowledge capturing, sharing exists and linked to embedded in DMPs and all
begin to talk and share People are using some tools to distilling, sharing and effective the corporate results- corporate strategic processes.
Taking a strategic difficulties to implement KM. help with capturing and usae. There are isolated KM framework. Knowledge IFAD's intellectual and
approach sharing. efforts and/or activities and sharing methods, tools and knowledge assets are clearly
knowledge sharing is not techniques are communicated, identified and nurtured and
linked to corporate results- understood and used. KM activities are strategically
framework. resourced.
Management and managers Some managers/directors give The organisation recognises There is a clear signal from Management and directors
are sceptical as to the benefits people the time to share and that people should share and management in support of reinforce the right behaviour
of knowledge sharing. learn, but there is little visible learn from each other, and KM. Managers across the and act as role models.
Leadership and
support. that KM is everyone’s organisation set an example Colleagues share success and
support
responsibility, but few do it. by sharing with and learning failure stories. The right
from each other. attitudes exist to share and
use others’ knowledge.
People do not consider learning People capture what they Corporate events and Corporate processes support Departments/divisions and
and sharing as a priority due learn on an ad hoc basis but activities such as learning continuous learning and peer peer groups review and
Building a learning
to lack of time and incentive. the learning is rarely shared events, brown bag lunches are to peer learning is a way of validate learning to improve
organisation
beyond the division. in place for sharing and working. and revise existing processes.
reapplying knowledge.
People work on their own and People are tasked to network Ad hoc CoPs, policy reference Networks, CoPs, PRGs link up, Networks, CoPs, PRGs and
only on individual objectives. and collaborate to complete groups, thematic working share and learn from each thematic groups help deliver
specific tasks. But feel they groups etc are organised other. Individuals in their work organisational goals and have
Networking and
need to defend themselves for around thematic areas where regularly benefit from become part of the culture.
communities
spending time on KM. membership is based on networking and collaboration.
informal networks and
attendance is not regular.
People have faith that sharing PES and DMPS include some Corporate qualitative and Individuals and organizations IFAD's knowledge is
knowledge can ad value but KM indicators. Knowledge quantitative indicators are design, measure and recognized and valued by
are not evaluated for learning sharing evidence is based on devised, but not used. continuously improve to add external partners. Effective
and sharing knowledge. anecdotes. Corporate evaluations provide value. use of knowledge is
Measuring the value some measures and evidence acknowledged as a central
of knowledge sharing. driver for designing and
implementing key corporate
processes such as policies and
projects.
Some individuals take the time People capture lessons and People capture knowledge Divisions know who needs Knowledge is easy to access
to capture lessons. Most don’t store them locally. They based on the organisation’s what and have a process in and retrieve. Relevant
Capturing and contribute to knowledge respond to ad hoc requests and beneficiaries' needs, but it place to provide knowledge knowledge is pushed to
reapplying assets, even fewer search from stakeholders (member is not always accessed or both internally and externally. potential users in a systematic
knowledge them and lessons are rarely states, govt and accessible. and coherent manner.
refreshed. management). Knowledge is constantly
refreshed and distilled by all.
People are bound by Within the confines of Successful innovations are Innovation priorities are Innovation and knowledge
procedures and hierarchy. bureaucracy, space to upscaled and replicated in decided by corporate priorities sharing are core competencies
Innovation happens when innovate leads to piloting other regions and/or and strategies. Good ideas get and IFAD's trademark.
Innovation
people find a supportive innovative approaches. countries. New knowledge is implemented.
environment and when good generated and acted upon.
solution exists.
We prefer to do things the way We recognise the need to Based on knowledge Good working practices are Organizational performance is
Implementing we have always done them. change our working practices accumulated we are documented and lead to rooted in continuous
efficiencies in our and are independently looking implementing ad hoc changes efficiencies gains. improvement of all work
work practices for efficiencies. to be more efficient. practices and work practices
are systematically updated.