Improving Knowledge Management in GTZ:
First Steps of an organization-wide strategic Project

Knowledge is the driving force and crucial factor of the value-added process of consultants GTZ. Our only long-term competitive advantage is based on the knowledge at our disposal, the efficiency with which we apply it and our readiness to acquire and apply new knowledge.

The changes in the GTZ's corporate organisation resulting from decentralisation and greater flexibility, as well as the fact that the GTZ is increasingly having to hold its own against international competition require systematic knowledge management. We have to introduce this so that we apply the right knowledge at the right time in the right place and so that we are always able to offer our partners and clients the best knowledge available to the GTZ.

By re-using available knowledge above and beyond countries, regions and organisational 'boxes' we can reduce costs and gain time. Also, learning - especially from experience of technical cooperation on the ground - leads to knowledge and knowledge leads to innovation, better problem-solving, new services, greater value added.

Knowledge management means handling knowledge intelligently. The aim should be to mobilise and use the individual and collective knowledge of an organisation in the best possible way and develop it selectively through organisational learning. It is based not so much on new instruments and methods as on a different perspective: suddenly knowledge is at the centre of management activity, the 'fourth factor of production'; in other words, the effective and efficient handling of knowledge is a strategic management task of the highest priority.

The strategic project 'Knowledge Management' is, above all, an instrument of corporate development. It does not set out to be, and cannot be, a substitute for poor line performance. What it does set out to do is to combine 'policy advice' with work on pilot projects, support for change initiatives and consolidation of technical competence in knowledge management. Therefore its most important functions are:

1. 'Policy advice', i.e. providing advice to the Office of the Directors General, the Committee of Executives and middle management on knowledge management improvement. The steering group, with its high-ranking membership, fulfils a key function in this regard, supported by the project network. It is headed by Director General Dr. Eisenblätter. Other members are: Mr. Dresrüsse (BL 3), Mr. Beier (BLV 4), Mr. Roger (BL 5), Mr. Ströter (BL 6), Mr. Franzen (SStL 02) and Ms Donner (SStL 04).

2. Pilot-based implementation in co-operative projects and through support of other change initiatives of the departments. The idea here is, firstly, to ensure the practicability of proposed changes at the 'policy advice' level and, secondly, to initiate, monitor and support change processes.

3. Preparation of proposals for the redesign of corporation-wide rules, processes and instruments, as well as advice and support to the departments in implementation.

4. The project sees itself as an 'attractor' and as a contact point and platform for the theme 'knowledge management'. This is the purpose, for example, of the regular events of the 'Knowledge Management Forum' and the special homepage on the Intranet. Behind the scenes the purpose is also to heighten awareness and enlist support for the theme, to communicate, inspire and moderate.

5. The idea is also to build up, expand and develop in-house services to assist staff members with knowledge management, including dissemination of information, training and advisory services. In the information centre, for example, there is a collection of reference literature available on the subject of knowledge management and it is already much in demand. The first training courses on the subject have already taken place. Six training courses are already planned for next year in Africa, Asia and Latin America. Through internal and external benchmarking and review of good practices and lessons learned, it is planned to use differences as a force for change.

Where do we have the greatest leverage? What are the approaches to sustainable knowledge management in the GTZ? Currently, the strategic project is working on the following categories of results:

1. Tailoring knowledge management to the corporate strategy, formulating knowledge goals; supporting business area and product development.

2. Improving the GTZ's knowledge management:

1. Reform of the ICT infrastructure with the aim of achieving a functioning information and knowledge management system; creation of an information system with the functions digital corporate memory, search/find/cross-section analyses, communication and virtual cooperation

2. Introduce integrated know-how management, create overview of empirical knowledge from programmes and projects; offer methods for in-depth evaluation of experience by debriefing

3. Development of priority knowledge management products such as advisory modules for re-use in-house, products for the market, documented learning experiences (lessons learned, good practices etc.), state-of-the-art reports etc.

4. Promote and use sector networks, networks, flexible and project-type team solutions

5. Tailor personnel policy instruments to the behaviour and skills requirements of systematic knowledge management

6. Adjustment of the core process, e.g. use of Senior Management Committee (HALFA) and offers to ensure that available knowledge is used again and that the costs of evaluating experience and knowledge management are taken into account in project planning

7. Adaptation of role perceptions and job descriptions
   

3. Assisting managerial staff — especially middle management — to implement knowledge-management-related change.

4. Making available and developing selected methods and instruments of knowledge management in a package; creating and professionalising a pool of consultants and multiplicators.

Comentarios al Webmaster

Homepage CEPIS