The World Bank’s Board established as its third criterion ”the ability to articulate a clear vision of the World Bank Group’s development mission.”
It’s not a prospective candidate’s fault they have to do it: the Board’s word salad Forward Look strategy, and the IBRD/IFC capital package agreement as articulated in the Sustainable Financing for Sustainable Development Paper would challenge a Kennedy, an Obama, and even a Churchill. A PowerPoint would be so long with small-font slides that Donald Trump would go back to watching FoxNews.
“Our Dream is a world free of poverty” was a clear message Jim Wolfensohn used to inspire the Bank and its partners. Eventually its sentiment became the headline of both the MDGs and SDGs, and the first goal of each. Freeing the world of poverty has inspired development practitioners, official development agencies, and civil society organizations. Dr Kim’s Twin Goals embraced and expanded the poverty eliminated goal. But the expanding shared prosperity lacked the clarity of meaning, and inspired little agreement on how, so that the “Twin Slogans” got little traction as a lodestar with practical actions attached. Various attempts to be practical, like “Cascade” were advanced, but haven’t won universal favor. Dr Kim’s Human Capital Index was another framing, and reflected (some) research and his own proclivities and comfort zone. Inside the Bank, there’s resentment about yet another framework for client dialogue. The Bank’s external critics have seized on it as abandoning a rights-based approach, obscuring long-standing critiques of Human Capital Theory (HCT) and its notion of ‘capitalisable humans’, seeking to shame, and ignoring income inequality within a country. Continue reading
As Jim Kim enjoys his last day at the helm of what he obviously considers an organisation of fairly limited influence, it is a good time to do a bit of stock-taking of our own.
One could of course say many things about the doctor’s reign at the Bank (and I would in fact invite you, dear reader, to do so in the comments section below). Given his proud mention that he had ‘read up one side of Marx to the other’ and his near religious faith in the private sector’s miraculous metamorphosis into a benefic development actor, one hopes he was a more attentive medical student.
He at least seemed to be more engaged in whatever management consultancy books he used to assist him in convincing shareholders to agree a capital increase in the absence of any significant structural changes to the way the organisation works. In light of well-documented concerns within the Bank about the lack of focus on development outcomes and the pernicious impact of counter-productive staff incentives, this seems indeed quite an ‘accomplishment’. Perhaps he is right in asserting that it is the right time to depart and, literally, capitalise on the work he has done in making the world’s most important public bank ever more like one of the private sector firms he so admires.
While much has been written about the negative consequences of his, er… less-than-stellar, management acumen, his trend toward centralisation and exclusion of opposing views, to me the most significant element of his legacy is his energetic contribution in turning the Bank further away from its development mandate and into a poster-child for corporatized and financialised development (if one can use this word here). Continue reading
The Board’s Executive Directors have left their second selection criterion dangerously inadequate.
- “experience of managing large organizations with international exposure, and a familiarity with the public sector”
I would have thought “successfully managing” is what the world expects. Maybe that goes without saying, even if the Board’s recent history on selecting World Bank presidents from available nominees is uneven.
Let’s consider some markers for “successfully”.
Let’s see what results were achieved during the candidate’s tenure, and what can be attributed to him or her. A lot of résumé padding involves taking credit for things others do and would have done anyway, activities done by teams of staff with external partners they know. Examples I can think of are NAFTA2 (aka USMCA/CUSMA), IDA replenishments, ‘clean’ audits. Not eligible would be Brexit, the SDGs, and the Paris Accord (a collective success for negotiations, and a collective ‘incomplete’ for early implementation).
Talent management is what managers primarily do. What is the candidate’s experience at attracting and retaining senior staff? Have non-performers been exited for cause, and have any left because they felt the candidate managed poorly, to the organization’s detriment? Continue reading