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

MANAGEMENT RESPONSE
Management considers that all managers (indeed all staff) have a corporate role and that sector
managers have a uniquely important role in this regard. Sector manager Bank-wide governance
functions are critical to improving horizontal management, effective talent management, strategy
development and implementation, as well as effective knowledge sharing and learning.
Management strongly supports the idea that we need to develop a more corporate
management of talent mobility through Sector Boards or global technical practices, an
approach that encourages knowledge transfer. Management has been working on ways to
make the process of budgeting work across Regions and networks simpler and more flexible.
Any simplification of the budgeting of this kind of work also hinges on critical inputs such as: (i)
clear accountability frameworks for networks and strengthening the role of Sector Boards: (ii)
evaluation of the FPD network pilot, which includes cross support changes; and (iii) clear
incentives for managers and staff. At this time, these critical inputs are still being developed.
However, management intends to make changes designed to facilitate work across Regions and
networks as soon as feasibly possible.
Management believes that the current Sector Board configuration serves current institutional
purposes. However, management also recognizes that some changes may need to be made as
business lines change. As mentioned above, management is examining the current structure of
the various knowledge entities in the Bank (for example, Global Expert Teams, Communities of
Practice, and Thematic Groups) to see how they fit together and how they should evolve over
time. A working group will develop an integrated approach with respect to four key issues: (1)
governance rules; (2) financing; (3) incentives and resources for staff; and (4) synergies and
alignment across these knowledge structures.
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