Simply put, knowledge is the utilisation of information, combined with the potential of people’s skills, technical competencies, insights, thoughts, commitment and motivations. Knowledge management, on the other hand, is the assembly of the processes that govern the creation, dissemination, and utilisation of information. 

Knowledge management can also be referred to as the management of ‘intellectual assets’ that highlights unique resources and sources, as well as critical roles and possible challenges which hinder knowledge flow to the end user. Knowledge management is about managing the processes of developing, preserving, using, and sharing knowledge to add value to the organisation.

Currrently, many public entities in the public sphere are dedicating resources to knowledge management efforts. Organisations want to leverage knowledge to advance their business strategies.

Knowledge management efforts normally focus on organisational objectives such as improving performance, creating a competitive advantage, innovations, sharing of lessons learned, integration and continuous improvement. Knowledge management is also an enabler of organisational learning in that it facilitates learning through the practical use of the knowledge.

Organisational learning, on the other hand, takes place when an organisation uses the knowledge generated to improve performance and create a competitive advantage in the market.

Knowledge is also important to initiate new innovations, share lessons learned with its key stakeholders, undertake integration and continuous improvement efforts. In simple terms, learning is about the organisation making use of the knowledge generated to improve and perform better.  

On this front, the monitoring and evaluation (M&E) field has recently become a key contributor to knowledge management and organisation learning. Information generated from M&E processes is instrumental in creating knowledge that enhances organisational learning.

Monitoring and evaluation can only play a significant role if measures to enhance organisational learning are put in place.

Organisational learning can only be enhanced when there is regular exchange of information, reporting, use of the knowledge generated, learning sessions and the information from M&E processes is fed back into the learning process for improvement.

Organisations need to focus on learning from M&E processes to make a meaningful contribution to the achievement of results, accountability and innovation for better results and impact from their work.

The two most direct ways of using knowledge gained from M&E processes is to inform on-going and future planning and programmes’ development, as well as scaling up or replication of programmes.

It is important that lessons learnt through M&E processes are shared among key stakeholders so that they are incorporate, or replicate into new programmes and projects when they are being developed.

This way, organisational knowledge will help promote organisational learning. This occurs when learning is incorporated into planning and development of new programmes and projects or other organisational development processes.

Finally, the use of knowledge (learning) is as important as the generation of knowledge. Therefore, a good M&E system ensures that knowledge and information are generated and disseminated to the right audience.

Some of the commonly used knowledge dissemination mechanisms in M&E include the use of reports - printed and soft copies - shared on Internet sites; or through e-mails, meetings, workshops, and conferences.

The media too has also emerged as a powerful partner in sharing organisational knowledge, including results, findings, recommendations and lessons learnt. The media plays a critical role in disseminating knowledge and ensuring access to key information on development. That why it is essential all sectors of the create partnerships with the media to increase access to and use of organisational knowledge and learning in public entities.

The writer is a senior M&E consultant, government and public sector services at PwC Rwanda.

Email: richard.mugula@rw.pwc.com