consistency in the Bank’s approach to setting risk tolerances across client countries as well as a harmonized control framework across Bank financing instruments. Deepening and broadening increased Bank Group collaboration and partnership across conventional boundaries can help confront today’s development challenges more effectively. This applies particularly to collaboration across conventional sector “silos” within the Bank and across Bank Group institutions—and requires strengthened incentives to encourage the adjustments needed in attitudes and behaviors by managers and staff—as well as enhanced collaboration with other development stakeholders, such as nonconventional providers of development finance and in-country stakeholders. Finally, capturing results and learning from them is an essential part of enhanced results orientation. The Bank’s Corporate Scorecard, IFC’s scorecard and the IDGs, and MIGA’s self-evaluation system are promising recent initiatives in this regard. Nevertheless, evaluation findings to the effect that incentives for results measurement and learning are weak suggest a need for clear and consistent signals on this issue from senior management of the Bank, IFC, and MIGA. IFC’s attempt to create a direct link between corporate strategic directions and staff incentives is unique within the Bank Group, and its results can usefully be studied and shared as more experience from implementation becomes available.
Conclusion: Areas for Attention
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