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Appendix L International Finance Corporation 2013 Change Initiative 1. The International Finance Corporation’s (IFC’s) most recent restructuring— IFC2013—was reviewed to identify lessons IFC has learned from the experience. It is not within the scope of this review to evaluate this reform nor would it be possible given how recently it has been introduced. This review answers the following questions: (a) what was the impetus for this change? (b) what is the new organizational structure and levers used to enact this change? (c) what systems were enacted for communication and monitoring the change initiative? (d) what are the commonalities and differences between the IFC and Bank matrixes? (e) what lessons can be learned? 2. IFC2013 is part of ongoing reforms at IFC intended to align its organizational structure, processes, and incentives with its strategic priorities 1 . The previous reorganization, IFC’s Vision 2010, aimed to bring IFC closer to its clients largely through decentralization. IFC2013 seeks to address improvement opportunities identified through a diagnostic review of organizational effectiveness conducted by the IFC Management Team with the assistance of McKinsey & Company in 2009. The organizational changes implemented in FY11 as part of IFC2013 are the focus of this review. This section is largely informed by key documents describing IFC2013 and its implementation as well as interviews with IFC staff. 2 IMPETUS FOR CHANGE 3. The 2009 diagnostic review—which included a staff survey, interviews, and small-group meetings—identified a growing amount of complexity in the organization and its processes at the same time investment processes were becoming 1 A full description of IFC 2013 can be found in IFC Road Map FY11-13- Maximizing Impact, Unlocking Our Potential (IFC 2010). 2 Key documents include IFC Road Map FY11-13- Maximizing Impact, Unlocking Our Potential (IFC 2010); FY11 Business Plan and Budget (IFC 2010); and IFC’s FY12 Business Plan & Budget (IFC 2011). 221
APPENDIX L IFC 2013 CHANGE INITIATIVE more decentralized. The five main improvement opportunities identified in the staff survey were as follows: 3 “Improve efficiency/productivity particularly in the investment process” “Clarify accountabilities and simplify the matrix” “Further define the global in global/local—develop an IFC knowledge ‘marketplace’” “Strengthen talent management and leadership development” “Promote stronger line ownership” 4. The challenges identified in the 2009 diagnostic review were the drivers behind the IFC2013 change initiative which aims “to strengthen central functions while achieving sufficient scale in the field so that staff can have better networks and mentors; and sufficient specialization to acquire global knowledge and know-how more quickly and effectively than in the past.” 4 The specific objectives identified as part of IFC2013 were to “expand IFC’s Development Impact, strengthen IFC’s ability to be financially sustainable, improve Client Satisfaction, strengthen talent management and people development, and better leverage Global Knowledge in a decentralized environment.” 5 The resulting key elements of IFC2013 were threefold: (a) to adopt specific development goals in order to drive growth in a financially sustainable manner while maximizing development impact in sectors which IFC has a comparative advantage; (b) launch a new performance management approach which is aligned with the strategy and budget cycle and accounts for organizational and staff role changes; and (c) revise the investment departments’ organizational structure to clarify roles and accountabilities through the following changes: create global industry groups mandated to develop global and industry leadership in areas of IFC comparative advantage and deliver measurable development results create regional client service groups supported by operations centers fostering client responsiveness and efficiency increase the functional specialization of front-line staff for efficiency gains and added accountability align advisory, risk, and non-client-facing operations staff in the new structure 3 IFC Road Map FY11-13- Maximizing Impact, Unlocking Our Potential (IFC 2010). 4 IFC Road Map FY11-13- Maximizing Impact, Unlocking Our Potential (IFC 2010). 5 FY11 Business Plan and Budget (IFC 2010) paraphrasing IFC Road Map FY11-13- Maximizing Impact, Unlocking Our Potential (IFC 2010). 222
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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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APPENDIX C RESPONSIVENESS AND EFFEC
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APPENDIX D EXPERIENCE IN THE TRENCH
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Appendix E Key Findings from Sector
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APPENDIX E KEY FINDINGS FROM SECTOR
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Table E.1. Country Directors and Ma
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# Other Questions Q # 7 APPENDIX E
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Page 276 and 277: References Barnett, Michael N. and
Page 278 and 279: REFERENCES Sy, Thomas and Laura Sue
Page 280 and 281: Endnotes 1 See Wapenhans 1992, 1994
Page 282 and 283: ENDNOTES appropriately assessed by
Page 284 and 285: ENDNOTES 46 The respondents to this
Page 286: ENDNOTES 71 See Safeguards and Sust
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