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...
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World Bank, Washington, DC
2019
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| 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 |
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okr-10986-320772021-06-14T10:03:08Z Knowledge Flow and Collaboration Under the World Bank’s New Operating Model : An Independent Evaluation Independent Evaluation Group WORLD BANK OPERATIONS KNOWLEDGE MANAGEMENT KNOWLEDGE FLOW DATA COLLECTION AND ANALYSIS COLLABORATION DEVELOPMENT FINANCE EMPLOYEE ENGAGEMENT SURVEY CHANGE MANAGEMENT BUDGET PROCESS ORGANIZATIONAL EFFECTIVENESS 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. 2019-07-12T18:34:37Z 2019-07-12T18:34:37Z 2019 Report 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 English CC BY 3.0 IGO http://creativecommons.org/licenses/by/3.0/igo World Bank World Bank, Washington, DC Publications & Research Publications & Research :: Working Paper |
| repository_type |
Digital Repository |
| institution_category |
Foreign Institution |
| institution |
Digital Repositories |
| building |
World Bank Open Knowledge Repository |
| collection |
World Bank |
| language |
English |
| topic |
WORLD BANK OPERATIONS KNOWLEDGE MANAGEMENT KNOWLEDGE FLOW DATA COLLECTION AND ANALYSIS COLLABORATION DEVELOPMENT FINANCE EMPLOYEE ENGAGEMENT SURVEY CHANGE MANAGEMENT BUDGET PROCESS ORGANIZATIONAL EFFECTIVENESS |
| spellingShingle |
WORLD BANK OPERATIONS KNOWLEDGE MANAGEMENT KNOWLEDGE FLOW DATA COLLECTION AND ANALYSIS COLLABORATION DEVELOPMENT FINANCE EMPLOYEE ENGAGEMENT SURVEY CHANGE MANAGEMENT BUDGET PROCESS ORGANIZATIONAL EFFECTIVENESS Independent Evaluation Group Knowledge Flow and Collaboration Under the World Bank’s New Operating Model : An Independent Evaluation |
| description |
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. |
| format |
Report |
| author |
Independent Evaluation Group |
| author_facet |
Independent Evaluation Group |
| author_sort |
Independent Evaluation Group |
| title |
Knowledge Flow and Collaboration Under the World Bank’s New Operating Model : An Independent Evaluation |
| title_short |
Knowledge Flow and Collaboration Under the World Bank’s New Operating Model : An Independent Evaluation |
| title_full |
Knowledge Flow and Collaboration Under the World Bank’s New Operating Model : An Independent Evaluation |
| title_fullStr |
Knowledge Flow and Collaboration Under the World Bank’s New Operating Model : An Independent Evaluation |
| title_full_unstemmed |
Knowledge Flow and Collaboration Under the World Bank’s New Operating Model : An Independent Evaluation |
| title_sort |
knowledge flow and collaboration under the world bank’s new operating model : an independent evaluation |
| publisher |
World Bank, Washington, DC |
| publishDate |
2019 |
| url |
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 |
| _version_ |
1764475727788376064 |