The Matrix System at Work : An Evaluation of the World Bank's Organizational Effectiveness
The 1997 Bank reforms that introduced the matrix management concept aimed to adapt the organization to changing circumstances and address concerns among external stakeholders about the role of aid in development. The reforms were motivated largely...
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| Format: | Publication |
| Language: | English en_US |
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Washington, DC: World Bank
2013
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| Online Access: | http://documents.worldbank.org/curated/en/2012/04/17144669/matrix-system-work-evaluation-world-banks-organizational-effectiveness http://hdl.handle.net/10986/12230 |
| Summary: | The 1997 Bank reforms that introduced
the matrix management concept aimed to adapt the
organization to changing circumstances and address concerns
among external stakeholders about the role of aid in
development. The reforms were motivated largely by
widespread 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.
A previous round of reforms in 1987 had strengthened the
country focus, but quality remained a concern. Furthermore,
access of developing countries to development finance from
the private sector had increased significantly, leading to a
decreasing share of official development aid, including Bank
financing, in total flows to developing countries. This
trend has continued after slight interruption by the Asian
financial crisis. In 1987, World Bank lending represented 15
percent of all external financing for developing countries.
By 2002 Bank lending had declined to 4 percent of external
financing (organizational effectiveness task force: final
report, 2005). Changes in the external environment indicate
that the matrix system is even more relevant today than when
it was introduced. Client needs have diversified, with
greater differentiation among countries, even within the
regions; the growth of global public goods and corporate
priorities is creating tensions and has given rise to new
challenges which need to be reconciled with the country
model; demand for cutting-edge knowledge is growing, both to
enhance quality of lending and as a business line for policy
and program advice to clients; and new global practices have
emerged to meet needs such as information, communication and
technology, and disaster management. The Bank's ability
to renew itself and function as a truly global Bank is
critical to its success. |
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