The Matrix System at Work - Independent Evaluation Group - World ...

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APPENDIX E KEY FINDINGS FROM SECTOR MANAGER AND COUNTRY DIRECTOR/MANAGER INTERVIEWS Sector Boards are ineffective in balancing hiring priorities for a particular position and Bank-wide needs; and they are not able to deploy staff across the Bank to serve regional needs. Only about 20 percent of managers believe Sector Boards’ role is substantial in those three areas. SDN INTEGRATION 25. Regarding Sustainable Development Network (SDN) integration, dissatisfaction with the merger is more often than not associated with the increase in the span of control of both sector managers and sector directors. Having to handle technical issues in more areas than before also raises quality issues. Size is mentioned in relation to span of control and interaction/ competition with other networks and sectors at regional and country levels. Yet, the integration is credited by some former Infrastructure Network (INF) and agriculture and rural development sector managers with creating synergies among former ESSD and INF network sectors. Social and Environment sector managers disagree and feel the merger has been more of a “take-over of ESSD by INF”. “SDN is too big and crowds out PREM and HDN which are equally relevant to our clients.” “SDN size is a problem both inside and outside the department. We have too many operations therefore quality slips.” “SDN is much too big and unwieldy. Aside from problems of organization, the main result of the merger has been to dilute the focus on the individual sectors and thus to some extent the quality of their interventions. It is just not possible for a sector director to be on top of the issues in five very different sectors.” “The SDN director has too much power and an unmanageable workload driven by infrastructure, energy, and agriculture while the other sectors receive less attention. (…) The Bank should reorganize the networks based on operational synergies and balance in size – rethink PREM poverty group, social protection, and parts of social development as a global practice group -- and SDN integration must be redone.” 26. Managers were asked to rate the performance of the matrix system in comparison with the pre-1997 organization with regard to Bank responsiveness to country needs, technical excellence in lending and AAA, and Bank overall organizational effectiveness. They described the Bank as more responsive to country needs. Yet, many doubt quality and overall organizational effectiveness have improved overtime. Nineteen sector managers described the Bank as more responsive to country needs, 11 are unsure and one sees no significant change in the Bank’s responsiveness. Eighty-eight percent of country directors/managers believe Bank responsiveness to country needs has improved. Five sector managers believe quality of lending operations has improved, six that it has worsened, eight see no significant change, 11 are unsure. Three sector managers said that AAA quality has 163
APPENDIX E KEY FINDINGS FROM SECTOR MANAGER INTERVIEWS AND COUNTRY DIRECTOR/MANAGER INTERVIEWS improved, four said the exact opposite, i.e. that it has worsened. Country directors see no improvements either in lending or in AAA quality. Five out of 30 sector managers see an improvement in organizational effectiveness; 8 out of 30 sector managers believe effectiveness has decreased. All in all, 57 percent (17 out of 30) of sector managers and 73 percent (8 out of 11) country directors believe the matrix system is moderately effective or better. (Table E.1.) 164
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The Matrix System at Work An Evalua
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©2012 Independent Evaluation Group
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Costs of Country and Sector Strateg
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Table 3.6. Total Cross-Support Sold
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Abbreviations AAA AFR ARDE ARPP BET
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Glossary Term Anchor sector directo
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GLOSSARY Practice managers (PM) Reg
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Overview The Matrix System at Work
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OVERVIEW rather than on the 1997 ma
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OVERVIEW satisfactory or better in
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OVERVIEW toward capacity building a
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OVERVIEW Innovation in the field is
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OVERVIEW Figure D. Outcomes of Bank
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OVERVIEW modernization in the corpo
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OVERVIEW management structure but t
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OVERVIEW Structure Bank-wide matrix
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MANAGEMENT RESPONSE interest and ow
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MANAGEMENT RESPONSE Management cons
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MANAGEMENT RESPONSE that reach far
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CHAPTER 1 INTRODUCTION AND CONTEXT
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2. The Strategic Alignment of Secto
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CHAPTER 2 THE STRATEGIC ALIGNMENT O
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CHAPTER 3 THE PROMISE OF A KNOWLEDG
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CHAPTER 4 DELIVERING QUALITY SERVIC
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CHAPTER 5 INSTITUTIONAL ISSUES AND
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6. Conclusions and Recommendations
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CHAPTER 6 CONCLUSIONS AND RECOMMEND
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CHAPTER 6 CONCLUSIONS AND RECOMMEND
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Appendix A Matrix Management and Or
Page 154 and 155: APPENDIX A MATRIX MANAGEMENT AND OR
Page 162 and 163: SECONDARY ANALYSIS OF CASCR REVIEWS
Page 164 and 165: APPENDIX B EVALUATION METHODOLOGY a
Page 166 and 167: APPENDIX C RESPONSIVENESS AND EFFEC
Page 176 and 177: APPENDIX D EXPERIENCE IN THE TRENCH
Page 196 and 197: Appendix E Key Findings from Sector
Page 198 and 199: APPENDIX E KEY FINDINGS FROM SECTOR
Page 206 and 207: Table E.1. Country Directors and Ma
Page 210 and 211: # Other Questions Q # 7 APPENDIX E
Page 214 and 215: APPENDIX F FOCUS GROUP DISCUSSIONS:
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Page 218 and 219: Appendix G Comparison of the Six Re
Page 220 and 221: APPENDIX G PROFILES OF THE BANK’S
Page 226 and 227: Appendix H Working across Organizat
Page 228 and 229: APPENDIX H WORKING ACROSS ORGANIZAT
Page 238 and 239: Appendix I Budgetary Incentives 65.
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Page 250 and 251: APPENDIX J WORKING ACROSS SECTORS A
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APPENDIX J WORKING ACROSS SECTORS A
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Appendix K World Bank Sector Strate
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APPENDIX K WORLD BANK SECTOR STRATE
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APPENDIX K WORLD BANK SECTOR STRATE
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Appendix L International Finance Co
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APPENDIX L IFC 2013 CHANGE INITIATI
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APPENDIX M STAFFING DATA Note: Head
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APPENDIX M STAFFING DATA Table M.7.
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Appendix N Managers Interviewed Nam
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References Barnett, Michael N. and
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REFERENCES Sy, Thomas and Laura Sue
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Endnotes 1 See Wapenhans 1992, 1994
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ENDNOTES appropriately assessed by
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ENDNOTES 46 The respondents to this
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ENDNOTES 71 See Safeguards and Sust
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