InnoPA - Digital Knowledge Management and Transfer
At a Glance
Digitalisation will be a key driver in realising more sustainable and equitable societies. A 2016 report by the World Bank reiterates that the greatest rise of information and communications in history will not be truly revolutionary until it benefits everyone in every part of the world. Egypt’s Vision 2030 reflects this outlook and establishes its ambition to strengthen sustainable development and to build a stronger future for the next few generations. Key to achieving these objectives is to streamline the communication between the Egyptian government and its citizens which requires further digitalisation.
In the upcoming decade, the Egyptian government will work towards ten key pillars which will benefit from technologically advanced digital infrastructure in the public administration sector. As part of the German-Egyptian bi-lateral cooperation, “Supporting E-Government and Innovation in the Public Administration” (InnoPA) was commissioned by the Federal Ministry for Economic Cooperation and Development (BMZ).
Strhive’s approach takes into account people, processes, and technology and is divided into three key phases
- Assessing the current State of Learning, including mapping existing knowledge and knowledge holders
- Designing a framework for learning and knowledge
- Integrating the framework into the project
In the context of this assignment, Strhive’s approach was translated into action by:
First, in order to grasp the point of departure from the predecessor projects, Strhive assessed the current State of Learning, the status quo regarding knowledge management and learning, and the learning needs and goals of the project team. The needs were assessed through semi-structured interviews, using Strhive’s method of Knowledge Pathways. The Knowledge Pathways clarify the knowledge needs and goals, the status quo as well as opportunities and challenges to connect the status quo to the goals. It draws on the Five Competences Framework for organisational learning and knowledge management. Additionally, a mapping was conducted of the existing knowledge and key knowledge holders.
Secondly, the findings of the first phase were translated into an initial prototype framework for Knowledge Management. This framework was put into practice and tested with the project team. Through the feedback from the team, the model was evaluated and revised. An important part of Strhive’s approach is to involve the project team right from the start and as closely as possible. Providing everyone a chance to be involved and give input fosters a sense of ownership, ensured the system caters to the needs of the team and facilitates the sustainable use of the system.
Lastly, the Knowledge Management framework was integrated into the workflow by capacitating the InnoPA team and translated into a reference model. Through trainings and workshops the team is now able to sustainably and independently use the system as their space for knowledge and learning and serve as inspiration for other projects to build on.