MIT Management Review highlights Women’s World Banking’s knowledge network

January 19, 2014

Building off of the “Designing Effective Knowledge Networks” article written the Fall 2013 issue of MIT Sloan Management Review about Women’s World Banking’s knowledge community for Leadership and Diversity Programs alumni, Leslie Brokaw blogs about the features critical to making this community a success.

So-called knowledge networks are helping members of organizations of all sizes learn quickly and collaborate productively. The most effective networks are clear about goals, allow for shared expertise and embrace online communication.

“Knowledge networks,” as Katrina Pugh and Laurence Prusak write in a recent article, “are collections of individuals and teams who come together across organizational, spatial and disciplinary boundaries to invent and share a body of knowledge.”

One engaging example is Women’s World Banking, a global nonprofit that is dedicated to providing low-income women with access to financial tools and resources.

“At Women’s World Banking, the creation and diffusion of knowledge is the product — the value Women’s World Banking brings to market,” write Pugh and Prusak in “Designing Effective Knowledge Networks,” in the Fall 2013 issue of MIT Sloan Management Review. In the course of their research, the authors developed a case study about the microfinance organization.

Read the rest of the article on the MIT Sloan Management Review blog.

Link:Women’s World Banking: A Model Knowledge Network