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

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APPENDIX F FOCUS GROUP DISCUSSIONS: THE KEY FINDINGS work. Activities can be initiated in an effort to increase lending volumes and in the name of client responsiveness even if the Bank is not well-suited to the task or it creates excessive risks. Delivery is expected to come sooner than later and quality suffers from the self-imposed time constraints. Business development and longerview/strategic AAA, which can underpin future operations are clearly underresourced. “HR is the one function that gives Sector Boards some cache.” 12. Most participants were unaware of the mandate of the Sector Boards beyond human resources and a few suggested that Sector Boards play a role in quality assurance. THE REGIONAL MATRIX “Where it works well, it works well, and maybe one of the reasons is personal chemistry.” “When sector managers and country directors get along, the system works well.” “In the Region, it is SMUs [Sector Management Units] versus CMUs [Country Management Units]. It is not one team but two who are competing. If you have the money, you have a lot of power. That does have to be rebalanced.” 13. Regional matrices’ functionality is seen as highly dependent on the personal relationships between sector managers and country directors. Staff argued that power and resource balances between CMUs and SMUs should be rethought. The balance of resources should still be tilted to the CMUs to ensure responsiveness, but SMUs should have direct access to funds for business development and strategic AAA with no direct bearing on current operations. In addition, participants suggested that work program agreements (WPAs) should be negotiated around block grants which allow sector units flexibility in allocating resources to operations, AAA, and business development as appropriate so long as they deliver the agreed upon products. SDN MERGER “The merger was awful for environment and social staff. We [infrastructure] dominate them. Now we have 60 to 70 percent of country programs.” “If we have to compete with the energy sectors who bring a lot of business, we don’t have much of a chance. There is no business left. Solid waste has moved to urban, climate change to energy.” 175
APPENDIX F FOCUS GROUP DISCUSSIONS: THE KEY FINDINGS 14. Environment and social development specialists think their operations now suffer from comparison with infrastructure projects, particularly when lending volume is a high priority; infrastructure specialists do not disagree. Another drawback mentioned is the managerial cost that the merger has generated. The main benefit from the merger is the ability to “work cross-sectorally more easily.” ORGANIZATIONAL IMPEDIMENTS “There aren’t that many organizational models and they have pros and cons. The matrix has the potential to work. We need to make sure to identify the specific problems. It may be a problem of mandates and incentives, and we don’t pay sufficient attention to incentives across the board.” “The current structure does not create any major impediments, it is more a question of incentives. For instance, incentives for managers to facilitate and promote rather than constrain or forbid cross support; incentives in the hub to go out to the country teams and be more effective in getting and sharing information; incentives for the TTL [task team leader] to share knowledge with the hub.” “On peer review for non-lending, you get there as a peer reviewer, and every person in the room wants the project approved by June 28. If it slips, the TTL loses the budget. Multi-year budgeting is not possible, so you have artificial deadlines.” “The pressure on lending is even greater. [The] rule used to be in Europe and Central Asia that there are no review meetings in the last quarter. If review is serious, there has to be time to change the product.” 15. All in all, focus group participants argued that organizational impediments are not of a structural nature; incentives are more problematic. Yet, budget arrangements make it to the top of the list of organizational constraints. Innovation and strategic knowledge generation should not be subject to the fiscal year deadlines (or so they argue), and AAA and lending operations’ quality should not suffer for fear of losing budget allocations. 176
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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 B EVALUATION METHODOLOGY a
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Page 210 and 211: # Other Questions Q # 7 APPENDIX E
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APPENDIX L IFC 2013 CHANGE INITIATI
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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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