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

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ENDNOTES 46 The respondents to this question exclude staff from country units and network anchors, yielding a response rate of 35 percent. 47 Mobility of staff through transfers has proved to be very difficult, however, and had to be imposed through a mandatory rotation system called the 3-5-7 system which forced the managed rotation of staff who had been in one vice presidency for more than seven years. However, that one-off rotation has not been continued on an ongoing basis. 48 Variations in organizational structures and accounting practices across Regions posed significant methodological challenges. Accurate analysis of data covering all the Regions and networks is available only for FY10. For FY02-09, inter-VPU cross support was analyzed separately for the four networks-FPD, HDN, PRM, and SDN-and for four of the six Regions (Africa, East Asia and the Pacific, Latin America and the Caribbean, and South Asia) for which data could be tabulated. 49 Europe and Central Asia and the Middle East and North Africa underwent unit restructuring during FY10; reliable data on cross support within the Middle East and North Africa and Europe and Central Asia were unavailable. 50 This estimate of embedded knowledge has been extrapolated from a one-off estimate made by the Middle East and North Africa, the Region with the smallest lending portfolio and may be an overestimate. Even so, embedded knowledge is much larger than explicit core knowledge. 51 This calculation differs from that in IEG’s Annual Report 2011: Results and Performance of the World Bank Group because it includes the latest evaluations for operations exiting the portfolio in FY10. Inclusion of these operations brings down the share that was moderately satisfactory or better from 76 percent (as reported in the earlier evaluation) to 74 percent for the FY08-10 period, and makes the difference from the FY05-07 period statistically significant. 52 So far, 153 operations have been evaluated. Chapter 4 53 See the Assessment of the Strategic Compact (World Bank 2001c). 54 Findings from sector manager interviews. See Appendix E. 55 Sectors and themes were identified as affiliated with a Sector Board using classifications prepared by OPCS. IEG made one adjustment, considering those sectors and themes identified as affiliated with the Legal Sector Board (to which no projects are mapped) as affiliated with the PSG Sector Board. 56 Although cross support data are incomplete, in FY10 total cross support, including inter- VPU and intra-VPU cross support could be computed for all the networks and four of the Regions. For each of these, that is the networks and the four Regions, total cross support came to 19 percent.
ENDNOTES Chapter 5 57 According to the Oxford English Dictionary, lateral thinking is “a way of thinking which seeks the solution to intractable problems through unorthodox methods, or elements which would normally be ignored by logical thinking.” Edward de Bono invented this concept to mean thinking beyond the range of existing perceptions, concepts, and boundaries. See The Use of Lateral Thinking. London: Jonathan Cape, 1967. Also see New Think: The Use of Lateral Thinking in the Generation of New Ideas. New York: Basic Books, 1969. 58 See findings from country director and sector manager interviews in Appendix E. 59 See findings from sector manager interviews in Appendix E. 60 The program is summarized in a document issued by the Reform Secretariat, “10 Point Program towards Enhanced Sector Practices.” April 26, 2011. 61 See “QAG Assessment of Sector Boards” (2004). 62 The new structure of Global Technical Practices being piloted by FPD intends to change this pattern by making the directors accountable for several of these functions. 63 Oakerson, Ronald J. 1989. “Governance Structures for Enhancing Accountability and Responsiveness,” in James L. Perry, ed., Handbook of Public Administration. San Francisco: Jossey-Bass. 64 The span of control is defined as the number of people who can be effectively managed by one manager. 65 This number excludes OPCS units. 66 In the Africa Region, SDN has appointed sector leaders as de facto deputies to help manage their larger sector units. But this role is still not part of the Bank’s formal managerial structure. 67 The first vice president of SDN said in her welcoming speech to ESSD staff, she did not know why social development too should be in SDN but she went along with the recommendation of the acting vice president of ESSD. It was only subsequent to the formation of SDN that social sustainability emerged as a business line under the social development Sector Board. 68 The former Department for Transport and Urban Development was eliminated. The Transport sector moved to the Infrastructure Department (TWI); Urban Development joined the Finance and Economics Department (FEU). 69 The eight Sector Boards do not include climate change or disaster management, which have large teams financed by two of the largest Bank-executed trust funds. 70 OPCS is included under network VPUs as they house the two Sector Boards for financial management and procurement. Although some OPCS functions fall outside the matrix, the bulk of their staff, especially in the Regions are part of the matrix. An additional 481 staff were in DEC and WBI, which have important roles in the Bank’s knowledge services but are considered outside the matrix. 244
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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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APPENDIX F FOCUS GROUP DISCUSSIONS:
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Appendix G Comparison of the Six Re
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APPENDIX G PROFILES OF THE BANK’S
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Appendix H Working across Organizat
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APPENDIX H WORKING ACROSS ORGANIZAT
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Page 280 and 281: Endnotes 1 See Wapenhans 1992, 1994
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