Developing and Sharing Knowledge at the Macro Level
It is often my contention that the work being done in what we’re calling “the knowledge domain” grows more innovative daily, and often on a larger, more societal scale. KD/KS is not limited to what happens in an individual group or corporation. Indeed, one of my best friends often speaks about the “great potential” (as she puts it) for KD/KS to change the world.
[Was it not ever thus? How did we get off track?]
OK. Perhaps “changing the world” is going a little far, but we’re getting close when we see the reports of innovative knowledge sharing in different societies. Highly recommended: Innovation in Government: Kenya and Georgia, the latest report from McKinsey Quarterly. [Note: the link might require registration but go ahead and register – you want to see what McKinsey is writing about anyway.]
In the report, “Kenya’s open-data plan” is described by Elana Berkowitz and Renee Paradise, and we’ll quote the abstract here:
Challenge: Nearly 40 percent of Kenyans live on less than $2 a day, and corruption is still cited as an ongoing challenge for citizens and businesses. But the World Bank has reported that if Kenya can sustain its recent growth rate, it is on track to become a lower-middle-income country in the next decade. And a new constitution establishes the citizen’s right to access government information – a right that must now be implemented.
Emerging solution: Kenya this summer became the first African country to launch an open-data portal, with previously difficult-to-access government information on education, energy, health, population, poverty, and water and sanitation. Only a few countries (including Australia, Canada, the United Kingdom, and the United States) have launched major data portals. Kenya has also signed on to the Open Government Partnership, launched by US president Barack Obama at the UN General Assembly in September 2011.
In the same report, Renee Paradise and Ken Schwartz write about “Georgia’s ‘one-stop shop’ for citizens and businesses.” Here’s the abstract:
Challenge: To help establish its legitimacy quickly after the 2003 Rose Revolution, Georgia’s government needed to boost its revenues. Citizens expected a rapid turnaround in the quality and delivery of services. Businesses wanted to see measurable results before investing. As President Mikheil Saakashvili took office, the World Bank, citing onerous regulations and corruption, ranked Georgia 137th out of 153 countries as a place for doing business.
Emerging solution: To deliver high-quality public services efficiently and to streamline regulatory and licensing processes for businesses, the government created customer-oriented, high-tech “one stop shops.” After waging a major anti-corruption campaign, the administration turned to service delivery strategies common in the private sector: financial incentives to improve performance and the eliminatin of bureaucratic silos and paperwork.
– September 30, 2011