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

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CHAPTER 3 THE PROMISE OF A KNOWLEDGE BANK 3.43 Intra-regional cross support also appears to have declined in FY10 compared to previous years. Intra-regional cross support for the period FY02-10 is available on a comparable basis for four Regions—Africa, East Asia and the Pacific, Latin America and the Caribbean, and South Asia. 49 In East Asia and the Pacific and South Asia, intra-regional cross support remained steady in FY10 (compared to the average for FY02-10) at 17 percent and 18.6 percent, respectively. In Africa, it dropped from an average of 14.8 percent to 11.4 percent in FY10, possibly due to a change in budget settlement rules for fiduciary and safeguards services, which are no longer considered cross support. In Latin America and the Caribbean, it dropped from the FY02-10 average of 21.5 percent to 19.3 percent in FY10, which is still the highest among the Regions. On aggregate, intra-VPU cross support for the four Regions declined from an average of 17.3 percent in FY02-10 to 15.6 percent in FY10. Table 3.6. Total Cross-Support Sold by Regions and Network Anchors, FY10 Total cross-support sold (staff weeks) Total cross support sold (% of seller's total time) Inter-VPU XS Intra-VPU XS Total XS Total time Inter-VPU XS Intra-VPU XS Total XS AFR 1351 4776 6127 41758 3.2% 11.4% 14.7% EAP 803 4249 5052 25150 3.2% 16.9% 20.1% LCR 703 3934 4637 20415 3.4% 19.3% 22.7% SAR 729 3847 4576 20648 3.5% 18.6% 22.2% 4 regions 3586 16806 20392 107971 3.3% 15.6% 18.9% Total cross support sold (staff weeks) Total cross support sold (% of seller's time) Inter-VPU XS Intra-VPU XS Total XS Total time Inter-VPU XS Intra-VPU XS Total XS SDN 2663 2155 4818 21017 12.7% 10.3% 22.9% HDN 808 362 1170 5356 15.1% 6.8% 21.8% PREM 427 27 454 4476 9.5% 0.6% 10.1% FPD 686 639 1325 5958 11.5% 10.7% 22.2% All networks 4584 3183 7767 36807 12.50% 8.6% 21.1% 4 regions + 8170 19989 28159 144778 5.6% 13.8% 19.4% all networks Source: Business Warehouse Note: Europe and Central Asia and Middle East and North Africa underwent unit restructuring during FY10; reliable data on cross support within the Middle East and North Africa and Europe and Central Asia do not exist. 3.44 Intra-VPU cross support consisted largely of sales across sector units within network boundaries and sales from central units to sector and country units. Crosssupport sales by sector staff to other SMUs in their network averaged 8 percent over the period FY02-10, ranging from 10.1 percent in East Asia and the Pacific to 5.6 percent in Africa. Cross-support sales by regional function units to sector and 55
CHAPTER 3 THE PROMISE OF A KNOWLEDGE BANK country units averaged 4 percent across the four Regions, ranging from 3.8 percent in South Asia to 5.6 percent in Africa, but was exceptionally low (0.4 percent) in East Asia and the Pacific, which has the highest degree of decentralization (Appendix H, Table H.7). It is noteworthy that the cross support from the regional function units in Africa is the same as that across sectors within the Region, indicating a higher degree of centralized financial management and procurement services from the regional function unit. Efficiency and Effectiveness of the Knowledge Bank 3.45 This chapter has assessed questions on the Bank’s production and dissemination of knowledge. Based on the findings, the evaluation draws conclusions in this section regarding the extent to which the expected intermediate outcome—“Innovation in the field is well captured across the institution and country operations draw efficiently on global knowledge to meet client needs”—has been achieved. During the period evaluated, the matrix system has been highly inefficient and modestly effective in achieving this outcome. Rather than functioning as a global organization, the evidence from the flow of virtual knowledge and technical expertise indicates that the Bank is at risk of evolving into a group of regional banks interconnected by fraying ties among the Regions and between the Regions and networks. Knowledge that is generated by the Bank or captured from operations implemented by clients is rarely used in future operations or in other contexts. Decentralization has created further impediments to the flows of knowledge and expertise, and until the underlying incentives and constraints inhibiting effective knowledge flows are addressed, further decentralization will inevitably aggravate these problems. 3.46 The three forms of knowledge—explicit, tacit, and embedded—do not draw on each other efficiently, which reduces the Bank’s development effectiveness. Most staff, particularly those in the Regions and country offices, are unable to draw on existing knowledge generated inside and outside the Bank efficiently, and dialogue and dissemination is less effective, which reduces likely impact. The volume of expenditures by the Bank on explicit knowledge has been growing and reached $606 million in FY10. QAG assessments of AAA indicate that although knowledge produced for clients tends to be strategically relevant and of high quality, weak dissemination and dialogue limits their impact. To the extent that knowledge is disseminated, this is limited primarily to the client for whom it is produced. Knowledge products are not stored in an easily searchable and retrievable form and are rarely used by staff outside the units where they are produced. Notwithstanding the analytical quality of the Bank’s knowledge products, much of 56
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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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MANAGEMENT RESPONSE that reach far
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CHAPTER 1 INTRODUCTION AND CONTEXT
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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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