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

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CHAPTER 3 THE PROMISE OF A KNOWLEDGE BANK time you could use knowledge was because of personal contacts through exchanges, or sometimes missions, or occasionally through thematic groups. But it was minimal.” Table 3.3. Few Staff Use Knowledge Produced Elsewhere Survey question In the preparation and supervision of your lending and nonlending operations, to what extent have you used ESW or other analytic products produced by . . . Sector- and anchor-unit based staff Percent indicating to a substantial or very large extent . . . the anchor unit from your sector? 28 . . . sector units from other regions in your sector? 19 . . . sector units outside your sector? 17 . . . Development Economics VPU? 7 Source: IEG staff survey 3.29 Staff members report that incentives (lack of time and budget) and poor mechanisms to promote knowledge sharing prevent them from using the full range of knowledge available in their operational work. One focus group participant noted that once the time of the task team leader and the fiduciary and safeguards work are taken off the top, project budgets are only large enough for one or two technical people. Another asserted, “Knowledge is country-driven and country-retained.” Participants in multiple focus groups were universal in their assessment that “knowledge sharing is really personality driven and not institutionalized.” 3.30 Sector managers and country directors provided a similar view regarding the use of knowledge products produced outside their own VPU, as shown in Table 3.4. Eleven of the 30 sector managers interviewed indicated that operations in their portfolio had used knowledge generated in other Regions to a substantial or very large extent, and the same number for other units in their Region. Country directors were slightly more positive regarding the use of knowledge produced elsewhere in their Region, but much less so regarding knowledge generated in other Regions. KNOWLEDGE PRODUCED BY DEC IS RARELY USED BY OPERATIONAL UNITS 3.31 Despite the recognition of the high quality of knowledge products generated by DEC, they are rarely used by operational staff. Seven percent of the 262 respondents to the staff survey reported using knowledge from DEC in their operational work, and 10 percent of sector managers reported that knowledge from DEC was used for the operations in their portfolios. A recent DEC paper (Ravallion 2001) reports wide variability in familiarity with DEC’s research with less than 15 49
CHAPTER 3 THE PROMISE OF A KNOWLEDGE BANK percent of staff from SDN sectors (primarily SDN) reporting familiarity compared to 60 percent for HDN and PREM staff, country-based staff being far less familiar with DEC research than staff in headquarters. Familiarity with DEC research is one step removed from using it in Bank operations. Those who benefited from actual collaboration with DEC were very positive about the high quality of input received from DEC staff, but the vast majority of operations did not benefit directly from DEC. DEC’s work is geared heavily toward knowledge as a public good. While this clearly is a useful contribution, the disconnect from the Bank’s country operations warrants some rethinking. At a minimum, DEC may want to invest in ways to improve internal dissemination of research findings in a form that is easily accessible by operational staff. Table 3.4. Most Units Do Not Use a Substantial Amount of Knowledge Produced Elsewhere Survey question SMs: To what extent have operations in your portfolio used knowledge products or analytical work produced by . . . CDs: To what extent has your CMU received useful knowledge from . . . Sector managers (n=30) Country directors (n=10-11) Percent indicating to a substantial or very large extent . . . Development Economics VPU? 10 18 . . . World Bank Institute? 17 0 . . . Network anchors? 0 . . . other regions? 37 18 . . . other units in your VPU? 37 50 Source: IEG staff survey Tacit Knowledge Does Not Flow 3.32 There are two primary vehicles for the movement of tacit knowledge within the Bank, integral to making the matrix work effectively. The first is the periodic rotation of staff between departments and Regions. The second is the use of expertise from staff across units as temporary inputs for specific tasks, also known as cross support. STAFF ROTATION 3.33 Staff mobility has been a slow vehicle for the flow of tacit knowledge. Under the Bank’s 3-5-7 policy in place since 2003, staff should remain in their assignments for three years for the sake of continuity, are encouraged to apply for rotation within five years, and should expect a rotation to a unit in another vice 50
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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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MANAGEMENT RESPONSE interest and ow
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MANAGEMENT RESPONSE Management cons
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CHAPTER 5 INSTITUTIONAL ISSUES AND
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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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