Learning in
Development
© 2010 Asian Development Bank
All rights reserved.
Published 2010. Printed in the Philippines.
ISBN 978-92-9092-208-7
Publication Stock No. RPT101560
Cataloging-in-Publication Data
Asian Development Bank.
Learning in development.
Mandaluyong City, Philippines: Asian Development Bank, 2010.
1. Organizational Learning. 2. Knowledge Management. 3. Asian Development Bank.
The views expressed in this publication are those of the author and do not necessarily reflect the views and policies of the Asian Development Bank (ADB) or its Board of Governors or the governments they represent.
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Preamble
Learning is the key to success—some would even say survival—in today’s organizations. The Asian Development Bank (ADB) must play a bigger part in putting the potential of knowledge solutions to work in the Asia and Pacific region. This means that ADB’s knowledge should be continuously enriched through both internal and external learning. For this to happen, ADB must become a more flexible and adaptable organization.
Learning in Development tells the story of independent evaluation in ADB, from its early years to the expansion of activities under a broader mandate; emphasizes the application of knowledge management to sense-making; and brings to light the contribution that knowledge audits can make to organizational learning. It identifies the 10 challenges that ADB must overcome to develop as a learning organization and specifies practicable next steps to conquer each.
The messages of this publication will echo outside ADB, too. The book will appeal to the development community and to people interested in knowledge and learning.
Learning in Development was written by Olivier Serrat, principal knowledge management specialist and concurrent head of ADB’s Knowledge Management Center. Stephen Banta assisted in the preparation of Chapter 1. Adele Casorla analyzed the results of the survey of perceptions detailed in Chapter 3. Toward Chapter 4, Bruce Britton helped detail the learning organization model, formulate the questionnaire that might gauge perceptions of competencies to learn for change, and particularize the challenges that ADB must overcome. Special thanks also go to Peter Malvicini for his encouragement and suggestions regarding Chapter 4. Chapters 1–4 were originally published separately in 2007, 2007, 2008, and 2009, respectively.
Xianbin Yao
Director General
Regional and Sustainable Development Department
Asian Development Bank
About the Author
Olivier Serrat is principal knowledge management specialist in the Regional and Sustainable Development Department of the Asian Development Bank (ADB), and concurrent head of ADB’s Knowledge Management Center. He is the focal point for implementing and monitoring the progress of ADB’s knowledge management framework, and is responsible for overseeing the development and delivery of ADB’s knowledge management agenda. In 2010, Olivier produced ADB: Reflections and Beyond, an archive of the memories and experiences of ADB personnel of all levels, both past and present. His recent publications include Learning for Change in ADB (2009), Auditing the Lessons Architecture (2008), Learning Lessons in ADB (2007), and Independent Evaluation at the Asian Development Bank (2007).
Olivier obtained an undergraduate degree in economics from the University of Kent at Canterbury, majoring in development economics, and a master’s degree in agricultural economics, specializing in agrarian development overseas, from the University of London.
Prelude
The Board of Directors and Management of the Asian Development Bank (ADB) aim to promote the effectiveness of its operations. The Operations Evaluation Department (OED), renamed Independent Evaluation Department in 2008, supports their efforts toward this by enhancing understanding of what works, what does not, and what must be improved. Operations evaluation has changed from the beginnings of evaluation activities in ADB almost 30 years ago. Initially, the focus of evaluation was on assessing whether implementation was consistent with the intentions reflected in the appraisal of a project, and the extent to which the project achieved the expected economic and social benefits. Operations evaluation now shapes decision making throughout the project cycle and in ADB as a whole. With material originally timed to coincide with the 40th anniversary of the establishment of ADB in 1966, this chapter offers more than an account of the early steps of operations evaluation. It describes recent accomplishments and looks to the future. Independent Evaluation at the Asian Development Bank was released as a stand-alone publication in 2007.
Introduction
Evaluation was neither part of the initial activities nor the structure of ADB when it was established in 1966—there was little to evaluate until operations got under way. A system was established in 1972 for measuring results against intentions. While the main focus of such evaluation was historical, the object was to improve the planning, appraisal, and implementation of ADB’s operations. The Economics Office, with the assistance of consultants, provided the internal evaluation capability, while academic institutions and nonprofit organizations were contracted to perform external evaluations. The role of ADB’s operations departments was to make background information available.
By 1977, a total of 17 evaluation studies had identified factors contributing to success or failure of projects. The main product was the project performance audit report. Importantly, 1977 also saw a review of evaluation policies and procedures to increase the impact of evaluations on ADB’s operations. The result was the creation in 1978 of a separate unit, the Postevaluation Office, reporting