A Knowledge Strategy

Component
sub-projects
Deliverables/Outputs
Accountability
Input/Support/
Collaboration
Learning
organisation
• Learning organisation plan
• Improve HRD & HR systems
and processes
• Accreditation
Training Unit
HR Unit
KM culture
• Culture change plan
• KM training plan
Office of CEO
Knowledge focus
area champions,
Training Unit
Improve
information flows
• Business process models
• Implement process
improvements
• Update/integrate technology
infrastructure & applications
IT&S Unit
Operations &
Credit
Administration
unit
Knowledge
accounting &
reporting
• Guidelines for quantifying
DBSA knowledge assets &
intellectual capital
• Systems & capability for
managing DBSA knowledge
assets & intellectual capital
• Guidelines for knowledge
reporting
DIBU & M&E
Knowledge focus
area champions,
Financial
Management
Cluster, Office of
the CEO
2.8 Organisational fit
The business plan of the Bank requires that its efforts be focused on building and
strengthening its knowledge assets and capability, having the overall purpose of
improving delivery of its strategic goals in achieving sustainable development.
Accountability for identifying knowledge demands, applying knowledge tools and
validating the quality and relevance of knowledge assets rests with the operational
cluster in the Bank with others sharing in this responsibility. The role of the
Knowledge Management Cluster is to provide infrastructure, support and expertise
in knowledge management.
A BSC model encapsulates the business case for knowledge management and
illustrates the high-level view of how implementation directly serves the Bank’s
organisational BSC. Knowledge management serves as an integrative layer providing
a set of tools and events that merge operational demands for knowledge with expert
input to produce relevant knowledge assets and capabilities of high quality.
The ‘integration layer’ consists of the following tools, all of which require crossfunctional
collaboration for effective implementation: a directory of expertise,
communities of interest, information, shared learnings, peer assists, project
retrospectives and communities of practice.
2.9 Integrating and linking enterprise-wide initiatives
Knowledge management in an organisation serves to integrate its diverse
activities in providing knowledge content, decision support, knowledge processes and
knowledge capacity. In this way, building knowledge assets and capabilities becomes
a product of operational business processes. Knowledge, the common denominator,
enhances the prospects of delivery of a number of processes and programmes.
24 Development Bank of Southern Africa