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

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APPENDIX L IFC 2013 CHANGE INITIATIVE with the World Bank. An area in which IFC is likely to be particularly challenged in developing the right incentives is in encouraging the involvement of global industry department staff in fulfilling their roles in addressing the global knowledge mandate as well as providing technical expertise to specific projects given their competing incentives of overseeing global investment lending operations. COMMUNICATION AND MONITORING SYSTEMS 10. To support IFC2013, a communications strategy and a milestone and efficiency monitoring systems were put in place. Given the scale of change, efficiency metrics were identified as part of the cost-benefit analysis and their monitoring is ongoing. A communication strategy was developed to keep staff informed and to create feedback loops between staff and management which included announcements, newsflashes to address issues raised by staff, town hall meetings, an IFC2013 web portal housing key information, discussions between supervisors and direct reports to communicate implications to staff, VP conversations series, and Info Sessions housed by VPs and directors. 11. Through these staff feedback mechanisms, staff concerns were identified and the timetable for implementing IFC2013 organizational changes was delayed in order for the concerns to be addressed. Following the eventual roll-out, staff concerns were still being raised prompting the management team to form a Corporate Task Force to identify staff concerns and help guide the IFC2013 change initiative’s implementation. The Task Force findings indicate significant concerns still remain to be addressed (see Table L.1). Table L.1. Task Force Recommendations 7 Operational Recommendations clarify structure foster global-local knowledge enhance HR processes strengthen leadership enhance career propositions build collaborative culture actively manage change/transition Strategic Recommendations define and align strategy around a compelling vision build one IFC rebuild trust and respect align the management team KEY SIMILARITIES AND DIFFERENCES BETWEEN IFC AND BANK MATRIXES 12. Both the IFC and World Bank have ongoing organizational changes currently being implemented. While IFC2013 is in its infancy as a vast restructuring with long-term implications, the World Bank’s current changes are not as extensive. 7 IFC Change Process- update at informal meeting with the Board of Directors on October 20, 2011. 225
APPENDIX L IFC 2013 CHANGE INITIATIVE Table L.2 describes the key similarities and differences between the IFC and Bank matrix structures and how they are managing the change process. Table L.2. Key similarities and differences between IFC and Bank matrixes Common Characteristics Differences IFC2013 Change Initiative a) Technical staff assigned either to global industries or regional industries b) complex organizational structure noted by staff a) Single matrix structure with three entities (global industries, regional departments, regional industry departments). Advisory Services staff not included as part of the matrix structure b) All country client product delivery budgets managed through VPs but investment services work programs are negotiated between the three matrix entities with budgets allocated directly to each entity c) Strategy for change initiative exists with communication strategy d) Monitoring of metrics for success/ stated commitment to make changes as necessary e) Change in staff incentives and mandate from above (compensation program aligned with strategic objectives and achievement of quantifiable development goals) f) 55 percent of staff in country offices (of 3,429 total staff forecasted as of end of FY11) 8 g) 19 operational staff per manager 9 World Bank Ongoing Changes a) Technical staff assigned either to network anchors or regions b) complex organizational structure noted by staff a) Double matrix of anchor sectors vs. regions and within regions - country vs. sector units b) All country client product delivery budgets negotiated with regional CMUs holding budget authority and SMUs negotiating for funds. Network anchors play no role except responding to cross support requests c) FPD restructuring accompanied by strategy document and communication plan d) Monitoring of organizational effectiveness introduced in FY11 scorecard e) No noted change in staff incentives, only mandate from above (compensation based on qualitative assessments) f) 39 percent of staff in country (of 11,534 total staff forecasted as of end of FY11) g) 37 staff per sector manager (as of end of FY11) 8 IFC’s FY12 Business Plan & Budget (IFC 2011). 9 Source: IFC human resources department. Note: Includes only staff in operational VPUs (Global Industry and Regional Vice Presidencies) not including front office functions. Managers include those in IFC’s official managerial cadre as end of FY11. 226
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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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APPENDIX F FOCUS GROUP DISCUSSIONS:
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Page 264 and 265: APPENDIX L IFC 2013 CHANGE INITIATI
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Page 270 and 271: APPENDIX M STAFFING DATA Note: Head
Page 272 and 273: APPENDIX M STAFFING DATA Table M.7.
Page 274 and 275: Appendix N Managers Interviewed Nam
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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