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 # Q. 1-6 Q. 7 Benefits-Costs Q. 8 Pre- and Post-Matrix Q. 9 Matrix Effectiveness Interviewee/Questions Very Large Extent Substantial Extent Some Extent Slightly or Not at All Don't Know Not Applicable % Very Large/Substantial Benefits significantly outweigh costs Benefits somewhat outweigh costs Costs somewhat outweigh benefits Costs significantly outweigh benefits Don't know/Not sure % Benefits (sig or somewhat) outweigh costs Improved Worsened No significant change Not sure % Improved % Worsened % No change Highly Effective Effective Moderately Effective Moderately Ineffective Ineffective Highly Ineffective % Effective Technical quality in AAA 8.c 0 6 1 4 0 86 14 Bank's overall org. effectiveness 8.d 2 2 3 4 29 29 43 Other 8.e 1 0 0 10 100 0 0 Effectiveness of matrix system 9 0 2 6 2 1 0 73 10 167
APPENDIX E KEY FINDINGS FROM SECTOR MANAGER AND COUNTRY DIRECTOR/MANAGER INTERVIEWS Table E.2. Sector Managers’ response to the quantitative section of the questionnaire # Other Questions Q # 7 Q #9 Benefits‐Costs Q#10 Pre‐post Matrix Q # 11Matrix effectiveness Very Large Extent Substantial Extent Some Extent Slightly or Not at All Don't Know Not Applicable % Very Large/Substantial Average Anchor Effectiveness Benefits significantly outweigh costs Benefits somewhat outweigh costs Costs somewhat outweigh benefits Costs significantly outweigh benefits Don't know/Not sure % Benefits (sig or somewhat) outweigh costs Improved Worsened No significant change Not sure % Improved % Worsened % No change Highly Effective Effective Moderately Effective Moderately Ineffective Ineffective Highly Ineffective % Effective SSPs reflect country/regional experience CAS/Oper draw on sector priorities CAS/Oper reflect GPG/regional issues 1.a 5 13 11 1 0 0 60 1.b 2 11 13 4 0 0 43 1.c 3 9 11 6 1 0 41 Knowledge from DEC 2.a 1 2 12 15 0 0 10 Knowledge from WBI 2.b 1 4 11 14 0 0 17 Knowledge from other regions 2.c 3 8 11 8 0 0 37 Knowledge from other units in VPU 2.d 2 9 16 3 0 0 37 From SMU to Global, Corporate, SSPs 3.a 4 10 15 1 0 0 47 To DEC 3.b 0 1 8 21 0 0 3 To WBI 3.c 1 5 12 12 0 0 20 To Anchors 3.d 4 8 14 4 0 0 40 168
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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
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APPENDIX A MATRIX MANAGEMENT AND OR
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APPENDIX A MATRIX MANAGEMENT AND OR
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Page 160 and 161: 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:
Page 216 and 217: APPENDIX F FOCUS GROUP DISCUSSIONS:
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.
Page 240 and 241: APPENDIX I BUDGETARY INCENTIVES Bud
Page 242 and 243: APPENDIX I BUDGETARY INCENTIVES 72.
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Page 246 and 247: APPENDIX I BUDGETARY INCENTIVES Fig
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Page 250 and 251: APPENDIX J WORKING ACROSS SECTORS A
Page 256 and 257: 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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