The WBG Knowledge, Learning and Innovation Agenda
世行集团的知识、学习与创新议程

What then can the WBG do to support a Solutions Partnership? In addition to mobilizing enhanced public-private financing, we are making five fundamental shifts to help country stakeholders collaborate and iteratively tackle key developmental challenges through development solutions:
世行集团能为支持解决方案伙伴关系做些什么？除调动更多公共部门和私营部门资金外，我们将实现五项根本转变，以帮助各利益攸关方开展协作，通过发展解决方案应对新出现的重大发展挑战：

First, we seek to make a radical departure from a lending projects approval mentality to a development solutions culture, so that we are more focused on results; more programmatic in mobilizing the bundle of finance, knowledge and convening services to achieve results; more flexible, adaptive and learning-oriented, including through real-time feedback from citizen-beneficiaries; more deliberate in creating safe spaces to incubate innovative solutions; and more focused on implementation and delivery of results. The continuous interplay of designing interventions using evidence; implementing them in an iterative way; and, learning deliberately throughout the process—that is a key aspect of what President Kim referred to in his speech last year as the Science of Delivery. To operationalize this, we will support teams, from within our organization and beyond, to develop the tools and the methods to embark on a solution cycle rather than a project cycle. We will help them to collect the evidence to frame the problems; help them bring together the stakeholders to develop consensus; help them course correct during implementation; and help them to effectively measure results.
首先，坚决摒弃贷款项目审批的理念，培育一种发展解决方案文化，以成果为重；为取得成果，更加有序地动员使用资金、知识和服务；加强灵活性与适应性，以学习为导向，利用公民受益者提供的实时反馈等手段；更加有意识地为孵化创新方案缔造安全空间；更加注重成果的落实与交付。以事实为据，不断改良设计；重复实施相关方案；有意识地加强整个过程中的学习——这也是金墉行长在去年演讲中提及的交付科学的重要方面。为将此理念付诸运作，我们将支持世行集团内外的团队开发工具、制定方法，开启解决方案周期，而非项目周期。此外，我们将帮助这些团队收集证据，发现问题；帮助召集利益攸关方，以达成共识；在实施中指引正确的方向；同时帮助他们有效地衡量成果。

Second, throughout this solutions cycle, we need to more systematically mobilize global knowledge and innovation of “what works”, informed by local context. This requires the best evidence-based solutions for our country clients from our global leadership in development research, combined with systematic partnerships—including with think tanks, academia, CSOs and the private sector—both globally and nationally. Beyond research, our world today is also enriched with multiple but dispersed sources of practitioner knowledge. As a unique global development organization, the WBG has a key role in mobilizing these multiple sources of development knowledge to help clients solve their challenges. For instance, South-South knowledge sharing among developing country practitioners offers unprecedented opportunities to share lessons from success and failure, as well as deep implementation knowledge. Today developing country practitioners want to learn from each other, for instance how China lifted 500 million people out of poverty in three decades, or how Mexico’s Opportunidades program improved schooling and nutrition for millions of children. There is an enormous interest to learn from Korea’s success—a tremendous opportunity for Korea to serve as a knowledge hub for the delivery of development solutions. We have an important role in mobilizing and scaling such knowledge sharing through our operations. And we need to deploy new platforms, such as competitions and challenges, o crowd-source global and local solutions to complex challenges that can then be incubated and scaled up. Transformational platforms—such as Alibaba in China that markets local products at scale from the base of the pyramid, or mobile phone apps that help the poor provide feedback on service delivery -- boost our fight to end poverty. We need to infuse and scale up such innovative approaches to entrepreneurs and citizens worldwide using our operations, convening power and partnerships.
其次，在整个解决方案周期内，我们必须在考虑地方特点的基础上，更加系统地运用已证明“管用”的全球性知识与创新。这就需要世行全球领先的发展研究部门与包括智库、学术界、民间组织和私营部门在内的其它全球及地方合作伙伴一起，共同为客户国提供循证解决方案。除研究之外，还有大量分散在世界各处的实践知识。作为唯一的全球发展组织，世行集团在汇总利用各地的发展知识帮助客户应对诸多挑战方面发挥着核心作用。例如，在发展中国家从业人员之间开展“南南”知识共享，为各方提供了前所未有的机遇了解成功经验与失败教训，以及深入的实施知识。当今发展中国家的从业人员希望相互借鉴，例如他们希望了解中国是如何在三十年内实现5亿人口的脱贫，以及墨西哥的机遇项目如何改善了数千万儿童的教育与营养状况。人们对学习韩国的成功经验抱有浓厚的兴趣——这给韩国成为提供发展解决方案的知识中心带来了巨大机遇。我们必须通过自身的业务在调动和促进知识共享方面发挥重要作用。有必要部署新的平台，例如比赛和挑战，让所有人参与设计应对复杂挑战的全球和地方性解决方案，然后对这些解决方案进行孵化和推广。转型平台—例如中国的阿里巴巴，从金字塔底层大规模的营销本地产品，或帮助穷人传送服务意见反馈的移动电话应用程序，有助于我们终结贫困的斗争。世行应利用其业务、号召力和合作伙伴，向全世界的企业家和公民灌输和推广这些创新手段。

Third, alongside mobilizing global knowledge and innovation, we need to more systematically capture, mobilize and deploy our internal operational knowledge and innovation across the institution and our client base. On any given day, the World Bank Group is engaged in thousands of operational interactions in well over 100 countries. But sharing this operational knowledge is hampered by weak incentives, including our institutional fragmentation into regional silos with very limited flow of expertise and knowledge among them. To this end, we are launching far-reaching organizational reforms, by creating unified pools of technical experts under global practices to flow talent and knowledge across the Bank Group. We will provide incentives and supporting systems to systematically codify what we learn through our operational engagements and external partners on a global platform of what works under different circumstances, and make it widely available. We will also continue to make our data accessible. And we will redouble our efforts to create a culture of innovation and smart risk-taking, to create safe spaces for staff to co-create innovative solutions with partners through disciplined, data-driven experimentation.
第三， 除调动全球范围的知识与创新方法之外，还需在机构内部和客户之间更为系统地搜集、调动和部署各种内部业务知识和创新手段。世行集团在一天之内需要与100多个国家进行几千次业务互动。但分享业务方面的知识却动力不足，其中的原因包括世行集团划分成各个地区部门，这些部门之间的专业技术与知识交流非常有限。为此，我们正开展深入的机构改革，创建统一的全球实践技术专家库，以促进人才和知识在世行集团内部的流动。我们将出台激励机制和支持体系，在全球平台上系统地整理从业务中和外部合作伙伴那里学到的知识，即在不同背景下成功的经验，并将其广泛传播。世行集团将继续公开数据。我们将加倍努力，营造创新和明智地承担风险的文化，为世行员工与合作伙伴通过有条不紊的数据驱动型实验来打造创新解决方案建立一个安全空间。

Fourth, we need to systematically translate this global-local knowledge into effective learning programs for country clients and our staff to enhance their capacity to achieve results. We will bring our clients and our staff together in an Open Learning Campus, so that they can learn from each other and jointly develop the skills that are needed to solve the complex challenges of our time. We will seize opportunities to dramatically scale up learning, for example through massive open online courses or MOOCs.
第四， 系统性地将全球和本地知识转化为有效的学习项目，提高客户国及世行集团员工取得成果的能力。我们将让客户与员工共同在“开放学习校园”学习，以利于大家相互借鉴，协力开发应对当今错综复杂挑战的技能。我们将抓住机遇，通过提供大量在线课程或大规模开放式网络课程等形式全面扩大学习范围。

Fifth, to achieve accelerated results, we need to not only strengthen technical skills but importantly leadership and coalition building skills to manage political economy obstacles and make change happen. Through our learning programs, we need to strengthen the collaborative leadership skills of change agents from government, the private sector and civil society so they can forge a shared vision and coalition for action, prioritize and monitor delivery, persist through inevitable obstacles, and achieve visible results. Helping to build a new cadre of leadership, in developing countries and inside our organization, will be a top priority for us to power the change agents as engines to end poverty. We have already started by building a Network of Delivery Leaders (Heads of States from six new governments), and we intend to cascade this within and across countries.
第五，为更快取得成效，不仅要提高专业技术水平，更重要的是要加强领导与建立联盟的能力，藉此扫除政治经济障碍，推行变革。通过学习项目，加强政府、私营部门和民间团体中改革派的协作和领导能力，为开展行动而建立共同的理念并结成同盟，分清主次、监督实施、攻坚克难，取得切实可见的成果。在发展中国家和世行集团内部建立新的领导团队是工作重点，这将使改革派能够成为推动终结贫困的引擎。我们已经着手开始建立交付领导网络（目前由六位新政府领导人构成），并将在各国内外扩展这一网络。

To help implement this agenda, for the first time in the history of the World Bank Group, a Vice Presidency dedicated to Knowledge, Learning and Innovation has been created by President Kim. This complements our Senior Vice Presidency that leads our development research and intellectual leadership on development issues. Our goal is to enable the entire World Bank Group to mainstream and scale up global knowledge, learning and innovation in every country, through every engagement. We seek to build a physical and virtual platform for joint client-staff leadership and learning, knowledge sharing and innovation to enhance our collective capacity to accelerate the end of poverty. We seek to accomplish this in open partnership with others—governments, international organizations, the private sector, donor partners, academia, and civil society.
为落实世行集团有史以来首个此类议程，金墉行长专门设置了知识、学习和创新副行长部门。该部门将补充领导发展研究的高级副行长的工作，壮大发展问题知识领导者的队伍。我们的目标是要通过世行集团各个项目，力争让各国接受知识、学习和创新思想，并将其发展壮大。世行集团谋求为客户和员工的领导力培养与学习、知识共享及创新搭建现实和虚拟平台，以提升集体的能力，加速终结贫困。我们谋求与其他各方——政府、国际组织、私营部门、捐助伙伴、学术界及民间团体，建立开放的合作伙伴关系 ，共同实现这一目标。

A Global Solutions Partnership
全球解决方案伙伴关系

Going forward, the challenge I want to leave you with today is how we, as partners, can accelerate the end of poverty and build a world of shared prosperity by collaborating to tackle the most important challenges as partners. Let us come together, as individuals, as organizations, and as countries, from all disciplines and all corners of society, each with our strengths and skills, to form such a “Solutions Partnership” by working together to support multi-stakeholder collective action on the ground, and make systematic use of knowledge, learning and innovation to help solve the biggest development challenges.
展望未来，我希望请您思考的挑战是：作为合作伙伴，我们如何携手应对最为重大的挑战，以加速终结贫困、建立共享繁荣。让我们团结一心，凝聚社会各界，发挥个人、组织和国家的力量与技能，齐心协力，建立 “解决方案伙伴关系”，为多个利益攸关方的集体行动提供支持，系统性地利用知识、学习和创新，一起应对最严峻的发展挑战。

That is my invitation to you today.
这便是我今天向您发出的邀请。

A Tale of the Second River
另一河流的传奇

I started with a story from my home country India—the story of the ailing river Ganga. To end, let me come full circle with the tale of another river—a story from this country, in fact from this very city, Seoul. A story of the once ailing, yet now very healthy, Cheonggyecheon.
我以我祖国印度的故事 — 饱受摧残的恒河，作为开场白。现在，让我以另一河流的传奇来结束此次演讲 ——这个故事来自韩国，事实上就来自这座城市，首尔。曾饱受污染折磨，如今重又勃发生机的清溪川的故事。

Cheonggyecheon is a six kilometer stream that starts in the heart of downtown Seoul and courses through neighborhoods before emptying into the Hangang river. In the 1950s, Seoul was growing at a rapid pace. Migration generated slums along the stream in shabby makeshift houses. The lack of proper sewage systems and pollution from light industry generated trash and waste, which ended up in the stream, and which became a dirty and polluted eyesore. In 1958, the stream was covered up with concrete which was seen to be a solution then—a 5.6 kilometer long and 16 meter wide elevated highway. But upon construction, this became a dark, noisy and seedy corridor.
清溪川长六公里，源头位于首尔市中心，流经城市后汇入汉江。二十世纪五十年代，首尔发展迅猛。移民形成的贫民区沿河搭建起了许多简陋的临时房屋。由于缺乏相应的排污系统及轻工业污染所产生垃圾和废物的排入，清溪川变得肮脏、污染严重，成为了城市的一道伤疤。1958年时，为解决这一问题，人们把混凝土覆盖在清溪川上，并在暗渠上方兴建了一条5.6公里长16米宽的高架道路。但从施工开始，这里就成为了一条黑暗、吵闹、破烂的走廊。

Ten years ago, a visionary Mayor exercised bold leadership to adopt an unlikely idea to demolish the highway and restore the stream. It was expensive, controversial and unpopular. He forged unlikely coalitions among very diverse stakeholders to foster a common vision and push through bold action. And look at Cheonggyecheon today—today, this beautiful landmark unites this city. Ten years ago, it divided the city.
十年前，一位极具远见卓识的市长大胆地实施了一项看似不可能的计划：拆除高架路，恢复清溪川。此项计划费用高昂、颇具争议，因此并不受欢迎。这位市长不可思议地让不同利益攸关方形成了共识，并大胆地将此计划付诸实施。如今，清溪川已成为团结这座城市的美丽地标。而十年前，它却起到了相反的作用。

Cheonggyecheon once was Seoul’s intractable problem, like Mother Ganga in my country. Today, it stands as a proud, international symbol of sustainable urban renewal.
清溪川曾是首尔的一项顽疾，就象印度的恒河一样。今天，她却已成为人们引以为豪的可持续城市改造的国际范例。

How can we help practitioners worldwide get inspired and learn from this and the myriad other examples of transformational action to change the world for the better, to lift 4 billion people out of poverty and vulnerability? This is our challenge, our imperative and our moral responsibility going forward.
我们如何才能帮助全球的从事发展的人员从本文所述案例以及其它改造世界的行为案例中获得灵感、汲取营养，将40亿人口从贫困和脆弱中解脱出来？这就是我们所面临的挑战，也是我们必须履行的使命和道德义务。

Thank you.
谢谢诸位 。