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

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APPENDIX F FOCUS GROUP DISCUSSIONS: THE KEY FINDINGS “People are not putting things in the correct repositories. That makes it very difficult to do a search and find something.” “Nobody has the time to read a 60-page paper or 600-page book.” “In terms of producing knowledge (…) [the anchor] is sort of caught in the same dynamic, not asking the right questions. I am just not convinced that it helps me in my day-to-day work.” “I think there is a lot of generation and sharing of knowledge in the network. [Yet], what is generated or shared often reflects personal interest, not what is in demand in the country offices.” “When you are sitting in a field office, it is extremely difficult to stop and write up what you have done. I don’t see the average task manager being able to add that to his or her work program.” “The purpose of the network was to disseminate global knowledge. Now they are utilized for corporate priorities and donor priorities. The mandate they were supposed to have is not the mandate they actually have. They cannot generate knowledge without input from the Regions. The Regions have become suppliers of knowledge to the anchor; it should be the opposite.” 3. As the selected quotes above suggest, focus group participants described knowledge sharing across Regions and sectors as weak and heavily dependent on informal networks, and formal systems for knowledge sharing as useful but inadequate. Technology-driven media, although much improved, still miss the mark. Staff find GETs particularly useful but wish the teams had greater capacity to respond to requests. Thematic groups (and communities of practice) have also generally been described as proactive and effective when led by a motivated core in spite of the budget constraints they face. 4. The reliance on informal channels for cross-regional and cross-sectoral knowledge transfers makes the need for face-to-face contacts and networking opportunities for both headquarter- and country office-based staff all the more necessary. Fora of communication staff mentioned included sector and training weeks. Participants understand that such events are costly but wish effort was made to organize them more frequently. As one put it, “there is value in getting people together, but there is also a cost, which has to be taken into account to determine in which way and how often to bring people together.” Given the importance of informal networks, staff argued that anchors should do their best to facilitate their development. 173
APPENDIX F FOCUS GROUP DISCUSSIONS: THE KEY FINDINGS 5. Focus group participants expressed concern with the relative isolation of country office-based staff and locally recruited staff in particular. Most strongly believe that “if you are based in a country office, you are on your own.” 6. All agreed that only a small fraction of the knowledge produced is actually relevant to and used in project design. Some suggested the sheer amount of information to process was to blame; others argued that knowledge produced tends to be supply-driven, rather than demand-driven, and rarely originates directly from the field. There was broad consensus that knowledge production in the field is underfunded and that the need to rely on trust funds leads to a non-strategic whole as well as major inefficiencies. STRATEGY 7. According to the focus groups participants, Bank-wide strategies play a limited to nonexistent role in analytical and advisory activities (AAA) and lending operations. One noted that he was unaware of the existence of his sector’s strategy for years, yet prepared projects nonetheless. Another argued that since strategy papers reflect emerging Bank knowledge at the time they are drafted, their prescriptions simply cannot find their way into country programs either explicitly or implicitly. INCENTIVES AND ACCOUNTABILITY FOR QUALITY 8. Regarding lending operations, participants argued that more should be done at the concept note stage to address technical issues instead of focusing on the quality of documents and the neatness of procedures. Technical issues should in any case be addressed before the operational committee (OC) or decision meeting stage since “once things are at the OC stage, (…) very little can be done.” 9. Quality assurance for large economic and sector work (ESW) was described as strong and “rigorous at the concept note stage and at delivery.” There are, however, no formal quality assurance systems for just-in-time notes and non-lending technical assistance (with the possible exception of those in place in Europe and Central Asia). Quality therefore varies widely: some products’ quality rivals that of large ESW reports; others are produced in under a week, largely copying and pasting text from other sources. 10. Senior staff insisted strengthening peer review processes should be the basis for improvements to quality assurance for small ESW reports and non-lending technical assistance. As is, peer reviewers are often selected by team leaders and they do not expect their suggestions (and criticisms in particular) to be taken on board. 11. Also, according to focus group participants, concentration of budget decisions with the country director sometimes conflicts with strategic selection and quality of 174
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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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SECONDARY ANALYSIS OF CASCR REVIEWS
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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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