A Knowledge Strategy

4.4.4 Embedding the knowledge management process
The knowledge management process will be embedded through the:
• approval of the business plan by the KM-STRAT;
• implementation of the business plan by the executive and unit managers;
• management of knowledge management-related performance through the BSC
and the IRR system; and
• integration and monitoring of the progress of the Phase One Pilot by the
Knowledge Management Project.
4.5 Functional roles and forums
The Knowledge Management Cluster has been mandated to initiate and pilot the
business plan and implementation. This entails enhancing the knowledge
management process by providing infrastructure, solutions and skills to pilot
interventions; facilitation, expertise, participation, performance and recognition
systems and change management support to the process; and, organisational and
unit measures for the process.
The Operations Cluster and organisational clusters should enhance the
knowledge management as described earlier while unit managers are accountable
for managing and delivery.
4.5.1 Knowledge Management Cluster
The Executive Manager of the Knowledge Management Cluster continues to
provide guidance for knowledge management initiatives via the KMC bi-weekly,
the KM-STRAT and Executive Commitee (Exco) and Board of Directors forums.
4.5.2 Operations Cluster and organisational clusters
Operations and organisational clusters should implement the knowledge
management process through the various forums of approval, such as the
Operations Committee, Exco and meetings of the Board.
4.5.3 Cross-functional and clusters approval
Aspects of the knowledge management process that are related to the Knowledge
Management Cluster or the accountability of operations should be referred to the
relevant cluster and executive forums for approval or notification.
4.6 Risks
The greatest risks faced in effective institutionalisation are that the organisational
culture, climate and business processes do not support cross-functional
collaboration – a foundational requirement for effective knowledge management –
and poor ownership.
The business plan makes five recommendations that, if vigilantly adhered to,
should mitigate these risks. However, if any one of these recommendations is
ignored, the effective institutionalisation of knowledge management will be
compromised. The five recommendations are that the:
38 Development Bank of Southern Africa