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

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3. The Promise of a Knowledge Bank Highlights The objective of creating a global Knowledge Bank has not been achieved. The matrix system has been highly inefficient and modestly effective in ensuring that innovation in the field is well captured across the institution and that country operations are able to draw efficiently on global knowledge to meet client needs. Most staff do not efficiently draw on existing knowledge generated inside and outside the Bank. The Bank lacks the ability to efficiently retrieve and share the large volume of embedded knowledge generated during preparation and implementation of lending operations. Sector silos persist, but regional and network silos are even stronger. Actual inter-regional cross support accounts for less than one percent of regional staff time. Cross support within the Regions is 15 percent of staff time, significantly higher than across VPUs but much lower than the 42 percent share of allocations to cross-sector work identified by the Bank’s coding system. In fiscal 2010, expenditures for nonlending technical assistance, driven by trust funds, outstripped those for economic and sector work. “We have been in the business of researching and disseminating the lessons of development for a long time. But the revolution in information technology increases the potential value of these efforts by vastly extending their reach. To capture this potential, we need to invest in the necessary systems, in Washington and worldwide, that will enhance our ability to gather development information and experience, and share it with our clients. We need to become, in effect, the Knowledge Bank. “Let me stress one other point: the global knowledge partnership is not about machines. It is about people. The challenge is to harness the technology to link people together and to leverage its impact for development. That means both accumulating the right kind of knowledge, and helping our clients build the capacity to use it.” (James D. Wolfensohn, Speech at 1996 Annual Meetings) 35 37
CHAPTER 3 THE PROMISE OF A KNOWLEDGE BANK Introduction THE KNOWLEDGE BANK 3.1 The Knowledge Bank was envisaged both as the means to enhance the quality of World Bank lending and as an opportunity to grow a new stream of services to developing countries. One of the key drivers of the 1997 renewal strategy was the recognition that the Bank’s development programs were excessively driven by a culture of lending, with insufficient attention to client needs and the quality of results, which are crucial to development effectiveness (Wapenhans 1992, 1994; and Pincus and Winters 2002). This was accompanied by a growing acknowledgment that the Bank’s lending portfolio itself was under criticism from advocacy nongovernmental organizations (NGOs) 36 and of diminishing importance due to the increasing flows of private capital to developing countries that offered alternatives to official aid. Under President Wolfensohn, with the 1996 announcement of the Knowledge Bank, there was an overt shift toward capacity building and knowledge creation, and with it a growing emphasis on institution building and market regulation, and later on governance reforms (Phillips 2009: 9). While World Bank annual commitments have been relatively steady, averaging $22 billion from 1990-95, foreign direct investment grew from $22 billion in 1990 to $95 billion in 1995 37 , four times the size of Bank lending. 3.2 The Knowledge Bank was seen as the solution to both forms of criticism, and the matrix system was to be the vehicle to create it. On the one hand, more careful attention to knowledge could enhance the quality and hence effectiveness of Bank-financed lending. On the other, in an increasingly competitive world, knowledge could offer an alternative stream of services to developing countries and a unique value proposition combining knowledge and finance. Specialized knowledge providers in the private sector—think tanks and universities—have already demonstrated the demand for knowledge services to inform public policy. With the introduction of the matrix system, the World Bank decided to emulate them more systematically. 3.3 The relevant question is “how effective is the matrix system in enabling the Bank to distill and use country experience and global knowledge to meet client needs? To answer this question this chapter assesses to what extent: is knowledge produced efficiently by Regions and network anchors? do networks facilitate access and use of Bank and global knowledge? is high quality expertise mobilized across Regions and sectors? 38
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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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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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