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

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CHAPTER 1 INTRODUCTION AND CONTEXT expertise and knowledge. The evaluation undertook in-depth analysis of cross support data (available for FY02-10) to assess its effects on the flow of global knowledge and cross-sector collaboration. The review of different forms of decentralization adopted by the regional VPUs was also instructive. However, the broader range of issues around decentralization and labor markets were not explicitly evaluated and would need to be addressed separately. 1.25 The 1997 internal reform agenda consisted of several interrelated dimensions and was intended to include changes in incentives, organizational structures, and budgetary, human resource, and quality processes. Five areas of responsibility were specifically defined for the networks: strategy, staffing, knowledge, quality, and partnerships. Country units were responsible primarily for the country strategy and country program. Achieving better results in these areas is assumed by IEG to have been a principal objective of the reorganization. Specifically, the matrix was expected to facilitate: Preparation of well-defined and realistic sector and thematic corporate strategies and alignment of country programs to those strategies. Hiring, placement, management, rotation, and exit of technical staff as needed to meet the Bank’s operational needs. Design and implementation of mechanisms to identify and manage knowledge to ensure timely and efficient access to relevant information by operational staff. Enhancement of the quality of operational products. Stronger relationships with partners to help achieve operational results. 1.26 The evaluative framework for the matrix system focuses on outputs and intermediate outcomes along three dimensions: strategic alignment, the global knowledge base, and delivering quality services. The framework for the evaluation (Figure 1.3) depicts the theory of change and the three interrelated dimensions of the matrix reform. The system of incentives, structures, and processes was to support the country units and strong technical networks in achieving three main outputs: strategic alignment, a global knowledge bank, and delivering quality services. Through a set of subsidiary outputs and intermediate outcomes on strategy, knowledge, and quality, these outputs were designed to achieve two longer-term outcomes: (a) country programs and services that are timely and responsive to client needs; and (b) highquality operations, advisory services, and results based on global best practice. 9
CHAPTER 1 INTRODUCTION AND CONTEXT Figure 1.3. Matrix Management Evaluative Framework Incentives, Structures, Processes Reform Inputs Decentralized & financially empowered CDs Networks / Sector Boards CMUs / SMUs with regional variations Budget arrangements and processes HR processes for recruitment, deployment, performance evaluation Quality Assurance processes by QAG, regions and networks Strategic alignment Global knowledge Bank Delivering quality services Outputs Sector strategies reflect country and regional priorities Knowledge produced efficiently by regions and network anchors Clear mandates and accountability ensure effective quality assurance Country strategies and programs integrate sector and corporate strategies Networks facilitate access and use of Bank and global knowledge Budget incentives promote effective knowledge and technical services Global and regional priorities integrated in country programs High quality expertise mobilized across regions and sectors Matrix fosters cross‐sector collaboration and teamwork Intermediate Outcomes Long‐term Outcomes •Strategy: Country strategies and programs aligned with Bank priorities and client needs •Knowledge: Innovation in the field is well captured across the institution and country operations draw efficiently on global knowledge to meet client needs •Quality: Incentives and accountability ensure teamwork and high quality country dialogue and client services •Country programs and services are timely and responsive to client needs •High quality operations, advisory services, and results based on global excellence Impact Greater development effectiveness in developing countries Source: Adapted from IEG Approach Paper 1.27 These are interlinked both in the original objectives of the matrix reform 10 and in their contribution to development effectiveness (Figure 1.3). The first dimension links the Bank-wide matrix to the regional matrix and the country level. The second dimension is largely the responsibility of Bank-wide networks in response to country, regional, and global demands for knowledge. The third dimension manifests itself most at the regional level, although Bank-wide networks also have a role in quality assurance. EVALUATION QUESTIONS 1.28 The overarching question for this evaluation is: “To what extent has the matrix system, including the organizational structure and the incentives and accountability mechanisms it created, contributed to development effectiveness 10
Page 1 and 2: The Matrix System at Work An Evalua
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Page 5 and 6: Costs of Country and Sector Strateg
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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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Appendix I Budgetary Incentives 65.
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APPENDIX I BUDGETARY INCENTIVES Bud
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APPENDIX I BUDGETARY INCENTIVES 72.
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APPENDIX I BUDGETARY INCENTIVES com
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APPENDIX I BUDGETARY INCENTIVES Fig
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APPENDIX I BUDGETARY INCENTIVES mea
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APPENDIX J WORKING ACROSS SECTORS A
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Appendix K World Bank Sector Strate
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APPENDIX K WORLD BANK SECTOR STRATE
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APPENDIX K WORLD BANK SECTOR STRATE
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Appendix L International Finance Co
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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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