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

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CHAPTER 3 THE PROMISE OF A KNOWLEDGE BANK Expert Teams (GETs), Knowledge Platforms, a Global Fellows Program, and the “10 point program” toward enhanced Sector Practices. 38 However, unless the underlying incentives inhibiting the flow of knowledge and expertise across regional and network boundaries are addressed, these initiatives will have limited effect. Investing in Knowledge Production 3.10 The capture of knowledge from operations, analytical work, and technical assistance has been limited. Staff members believe that the Bank generally produces useful economic and sector work (ESW)—53 percent of sector- and anchorbased staff believe that their own sector produces operationally relevant knowledge to a substantial or very large extent. But in interviews, staff and managers repeatedly indicated that there was no mechanism or time to extract lessons from lending operations, and that this is a critical barrier to cross-regional and even crosscountry knowledge sharing. The result is that much of the Bank’s knowledge is really embodied as tacit knowledge among individual staff members of the Bank. Most of this knowledge is not stored in easily searchable and retrievable forms resulting in considerable inefficiencies in the Bank’s knowledge work. PRIMACY OF LENDING DELIVERY 3.11 Lending volume remains the most important metric of success. Incentives and accountability of country directors and sector managers is strongest for lending operations and particularly lending delivery. Sector managers argue that in the current flat budget environment, knowledge and lending vie for scarce resources; lending always emerges as the winner (Box 3.1). The primacy of lending incentives is amply substantiated by the feedback from managers’ interviews (see Appendix E) and by the fact that success has been measured and reported primarily in terms of lending commitments and disbursements. 39 Box 3.1. Sector Manager Perspectives on Primacy of Lending “All that matters is lending; knowledge gets relegated to the tenth place.” “… in any competition between lending and knowledge-generation, lending wins.” “At the institutional level, knowledge management has not worked well. In the Regions, we are under too much pressure to deliver [lending]. We have no time to think or document our experience, although this was originally envisaged as part of the matrix reform. We have no resources to document and disseminate experience systematically. The main constraint is pressure of lending delivery. Whatever is done is based on individual initiatives only.” Source: IEG manager interviews 41
CHAPTER 3 THE PROMISE OF A KNOWLEDGE BANK THE BANK’S CORE KNOWLEDGE PRODUCTS 3.12 In FY11, the Bank spent $606 million, about 20 percent of its administrative and trust fund budget, 40 on nine core knowledge products grouped into three categories (Figure 3.1). 41 The first category, knowledge for external clients, accounted for the lion’s share ($444 million) and includes ESW, technical assistance, impact evaluation, and external client training. Most of the knowledge for external clients is produced by the regional sector units and network anchors, except for client training which is delivered mostly by the WBI. About 10 percent of client training is also provided by the network anchors and 8 percent by the Regions. The second category, internal knowledge ($99 million), includes knowledge products and new product development and is produced largely by the network anchors. The third category, knowledge as a public good ($63 million), includes the World Development Report, research, and global monitoring, and is produced by DEC. Figure 3.1. The Production and Application of Knowledge at the World Bank Knowledge for External Clients Client Training ($55m) Impact Evaluation ($11m) Knowledge Application External Partnerships Technical Assistance ($195m) New Product Development ($18m) External Knowledge World Development Report ($8m) Economic Sector Work ($184m) Research ($35m) Internal Knowledge ($81m) Global Monitoring ($19m) Knowledge Generation Source: Adapted from “The State of World Bank Knowledge Services: Knowledge for Development 2011” (World Bank 2011) Note: Volumes denote total FY10 Bank budget resources expended on core knowledge products. 3.13 Core knowledge constituted 56 percent of operational expenditures (including trust funds) in FY10. About 60 percent was spent by the Regions, while the network anchors and DEC/WBI each spend about 20 percent of the total budget on core knowledge products. 42 DEC and WBI lie outside the matrix structure and 42
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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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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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