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

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CHAPTER 1 INTRODUCTION AND CONTEXT by fostering strategic alignment, harnessing of knowledge, and quality assurance?” The questions to be examined under the three dimensions of this evaluation are derived from the evaluative framework and provided below: Strategic Alignment: The matrix structure was intended to ensure both responsiveness to the client and alignment with corporate and sector objectives. The matrix was also conceived as a way of eliminating “silo” behaviors and encouraging cross-sector collaboration. The key question on strategy is “How effective is the matrix system in aligning country programs with Bank-wide sector and thematic strategies and client needs?” The sub-questions are: 1. To what extent do sector strategies reflect country and regional experiences? 2. How effectively do country strategies and programs draw on sector strategies, sector experience, and global best practice? 3. How effectively are corporate strategic priorities, including GPG agendas and regional and sub-regional issues, reflected in country strategies and country programs? Knowledge Production and Dissemination: The key question on knowledge is: “How effective is the matrix system in enabling the Bank to distill and use country experience and global knowledge to meet client needs?” The sub-questions are: 1. How effective have the networks been in harnessing and making available country experience and knowledge across Regions? 2. How effective have the networks been in facilitating the flow and adaptation of global knowledge to Regions and countries? 3. How effective has the matrix system been in creating the flexibility for technical staff to work across Regions and sectors, and in enabling managers and staff to work effectively across dual reporting lines? Delivering Quality Services: One of the objectives of the matrix system was to shift the culture from inputs and lending to quality and results. The ultimate objective of the Bank is to promote development through highquality advice and financing. The key question in this respect is: “Are incentives and accountability mechanisms aligned in a manner that rewards high quality in client services and results?” The sub-questions are: 11
CHAPTER 1 INTRODUCTION AND CONTEXT 1. Are incentives and accountabilities of country and sector managers and mandates of Sector Boards well defined and designed to ensure quality assurance and results? 2. Do financial and budgetary incentives related to the matrix system promote effective knowledge and technical services? 3. Have incentives fostered the cross-sector collaboration and teamwork needed to achieve results in country operations? Literature Review on Matrix Organization RELEVANT LITERATURE ON THE WORLD BANK 1.29 Much of the literature on the Bank’s internal reform focuses on organizational culture as the impediment, or facilitator, of past reform efforts (Phillips 2009, Wade 2001, Weaver and Leiteritz 2005). The literature views the post- 1997 Bank as more responsive to its clients (for example, through fast-disbursing loans with greater ownership and less conditionality) but falling short in other intentions, such as demonstrating development impact and sustainability (Mallaby 2004, 2005; Easterly 2001, 2002; Stiglitz 1999, 2002; Pincus and Winters 2002; Gutner 2005b) and adhering to its own mandates, such as safeguards (Rich 2000). 1.30 Organizations adopt matrix systems to help balance competing objectives and to better manage interdependent activities. Successful matrix organizations continuously review their organizational effectiveness and readjust internal power imbalances, as necessary, to enhance their ability to achieve their goals (Gottlieb 2007, Galbraith 2009). The Bank’s matrix system, launched in 1997, continued to evolve through 2001. The current budget and staff data recording systems were introduced in 2002. Significant structural changes were made in 2006, merging some networks; however, this did not involve additional change management processes. 1.31 The Bank’s unique status as a global, public sector entity constrains organizational innovation. First, as an international organization, the Bank must respond to the demands of multiple stakeholders (donors, borrowers, nongovernmental organizations, and academics) that provide it with legitimacy and resources; demands that are often in conflict with each other (Nielson, Tierney, and Weaver 2006; Gutner 2005a; Wade 2005). Second, the strong internal culture of the Bank—as in most large organizations—is slow to change and requires ample time, money, and skillful leadership at all levels (Finnemore and Sikkink 1998, Burke 2002, Bebbington and others 2006). Consequently, the internal Bank reforms that mesh well with its “preexisting intellectual and operational culture” have more traction than those that do not (Weaver 2008). 12
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
Page 7 and 8: Table 3.6. Total Cross-Support Sold
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Page 16 and 17: GLOSSARY Practice managers (PM) Reg
Page 18 and 19: Overview The Matrix System at Work
Page 20 and 21: OVERVIEW rather than on the 1997 ma
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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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