Knowledge Flow and Collaboration Under the World Bank’s New Operating Model : An Independent Evaluation
This evaluation reviews how well the World Bank's operating model has enabled knowledge flow and enhanced collaboration to deliver integrated solutions. The evaluation also looks at the incentives and behaviors the model inculcates. Evidence c...
| Main Author: | |
|---|---|
| Format: | Report |
| Language: | English |
| Published: |
World Bank, Washington, DC
2019
|
| Subjects: | |
| Online Access: | http://documents.worldbank.org/curated/en/786531554246686043/Knowledge-Flow-and-Collaboration-Under-the-World-Bank-s-New-Operating-Model http://hdl.handle.net/10986/32077 |
| Summary: | This evaluation reviews how well the
World Bank's operating model has enabled knowledge flow
and enhanced collaboration to deliver integrated solutions.
The evaluation also looks at the incentives and behaviors
the model inculcates. Evidence comes from both sides of the
matrix.The evaluation finds that certain aspects of the
operating model have shown value, especially its enabling of
global knowledge flow. This is the effect of setting up GPs
that operate more globally than before and GTs that provide
useful strategic directions and coherence to cross-cutting
priorities. The World Bank is able to provide integrated
solutions addressing clients' important development
problems because of the leadership of Country Directors
supported by Program Leaders.However, evidence from the
early years of implementing the model indicates that its
structure and processes tend to inhibit collaboration and
cause inefficiency, fragmentation, and internal competition.
The interface between GPs and Regions has weakened. Some GPs
lack coherent and systematic approaches to managing and
investing in knowledge. There are concerns with insufficient
contestability in the quality assurance process for
operations and ASA products. If left unaddressed, these
issues pose risks to the World Bank's ability to
deliver for clients.IEG acknowledges management's
proactive course correction of the operating model. The
evaluation finds that this could be enhanced by continuously
collecting and reviewing data on organizational
effectiveness.These findings have led to six
recommendations: (1) Strengthen the approach to knowledge in
the GPs and GTs with clear goals, roles, and mechanisms,
budgets commensurate with mandates, and metrics for
knowledge uptake, quality, and influence; (2) improve
budgeting systems to better incentivize knowledge flow and
collaboration; (3) better link the GPs and Regions to
improve coordination and enhance responsiveness to clients;
( 4) ensure a stronger and more consistent use and role of
the Program Leaders as a mechanism for cross-sectoral
collaboration, integrated solutions, and complex client
dialogue; (5) review the existing quality assurance
arrangements to improve the quality of knowledge embedded in
advisory and financing services; and (6) ensure there is
ongoing monitoring of the operating model and more
continuity in change management efforts to enhance the
organization's ability to attain its knowledge flow and
collaboration goals. |
|---|