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CHAPTER 3 THE PROMISE OF A KNOWLEDGE BANK Table 3.1. Dissemination of Knowledge within the Bank Survey question To what extent was your sector family effective in . . . . . . the production of operationally relevant knowledge within the Bank? . . . the dissemination of internally generated knowledge and experience across the Bank? . . . the dissemination within the Bank of operationally relevant global knowledge produced outside the Bank? Source: IEG staff survey Percent indicating to a substantial or very large extent 3.19 A frequent concern among staff was that the regional sector units are disconnected from each other, a fact that is complicated by the deep decentralization of sector staff in recent years. As one survey respondent from an SDN sector in Europe and Central Asia said, “with some technical staff decentralized, and little resources devoted to knowledge sharing among sector staff, it is difficult for operational staff to reflect experiences from other Regions or from outside the Bank to enhance [the] quality of the operations.” 3.20 Sector managers and country directors were just as candid as staff regarding the dissemination of knowledge generated in their portfolios. While about half of the sector managers reported that lessons from their unit’s portfolio were provided to global, corporate, and sector strategies to a substantial or very large extent, a third provided knowledge to other Regions. Cross-regional sharing of lessons was rated even lower by country directors, with just two of 11 reporting that this occurred in their portfolio to a substantial or very large extent (Table 3.2). 3.21 In most sectors, sector managers and regional sector staff were very critical of the usefulness of their anchors in disseminating operationally useful knowledge, and of Sector Boards for managing that knowledge. On a ten-point scale, sector managers gave their anchors an average rating of 5.0 regarding their effectiveness in providing knowledge and learning services to the Regions. A typical comment from a manager was, “The anchor does what it wants to do, with a cottage industry mentality and without reference to country needs or even discussion with sector people in the Regions.” Staff in the Regions indicated that the anchors “seem to have their own agenda” and are “too far away from operations.” 53 40 25 45
CHAPTER 3 THE PROMISE OF A KNOWLEDGE BANK Table 3.2. Most Knowledge Generated in a Unit is not Shared with Other Units Survey question Sector managers (n=30) Country directors (n=11) In the past five years, to what extent have lessons from experience in your country/sector been provided to . . . Share indicating to a substantial or very large extent Global, corporate and sector strategies 47% -- Development Economics VPU 3% 27% World Bank Institute 20% 9% Network anchors 40% 9% Other regions 33% 18% Other units in your VPU -- 60% Source: IEG manager interviews 3.22 The social protection sector was an exception and was generally viewed by sector managers as one of the best with regard to global knowledge management. On a ten-point scale, the Social Protection Sector Board received 9.0 for knowledge and learning services to the Regions. As one social protection manager put it, “Social Protection is one of the best sectors in global knowledge management. The Sector Board works well and has a business model that puts the Regions first. The sector anchor too is very client-focused and very supportive of the Regions.” Box 3.2 highlights some ingredients of success for the sector. Box 3.2. Social Protection: A Model for Global Knowledge Management? The Social Protection Sector Board is recognized by staff and managers as the best functioning Sector Board. 44 During IEG interviews, the sector anchor was widely praised for its work in providing operationally relevant knowledge to the Regions. Interviewees attributed this to the service orientation of the anchor, and highlighted the following factors: • Since the 1997 reorganization, the management of the anchor unit has ensured that its top priority is to serve the Regions, and its research agenda is also driven by the Regions. • The anchor’s annual work plan and budget are discussed and approved by the Regions. The sector is not distracted by donor-driven initiatives due to a lack of sector-specific trust funds. Sources: IEG manager interviews, IEG staff focus groups, 2005 QAG Sector Board Assessment 3.23 Thematic groups, when properly funded, can serve as a useful platform for global knowledge sharing when compared to Sector Boards. The QAG Sector Board Assessment reported significant shortcomings in most of the Sector Boards. 46
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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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OVERVIEW management structure but t
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OVERVIEW Structure Bank-wide matrix
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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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