1. Benjamina Randrianarivelo
World Bank Institute
Operations Officer
Leadership & Governance
(WBILG)
1
BUILDING EFFECTIVE
REFORM TEAMS with
LEADERSHIP FOR RESULTS
– L4R
Frankfurt, March 4th, 2014

2. O “… Une cellule de
concertation
Gouvernement –
Secteur Privé est
restée en léthargie
totale depuis 2001
…”
O “… A Government -
Private Sector
consultation
committee
remained in total
lethargy since 2001
…”

3. This is not an isolated case. Why?
Lack of
structured
coalitions
& teams
Lack of
organization
(PS)
Lack of mutual
trust
Lack of
capacity (incl.
continual
change; no
commitment)
Lack of
mechanisms
for
implementing
Weak
coordination
and/or follow
up
No
mechanisms
for sustaining
partnership

4. One way HOW to address
those issues: L4R
Leadership for Results

5. Successful
implementation
through
effective reform
coalitions
Authorizing
Environment
Team or
Coalition
functioning
Change
process
coaching
Structure
d
approach
and tools
KEYCONCEPTSOF
L4R

6. Set up an authorizing
environment
O Adaptive leadership
O Visioning
O Strategic evidence-based
monitoring
O Performance & Strategy
O Strategic Communication
based on Vision +
Results
O Progressive alliance
building (Incentives +
Opportunities)
O Buy-in and readiness
for moving ahead
O Inspiring values &
trust
O Commitment to
supporting
implementation teams
O Institutionalizing
effective practices
experimented by
teams
Key
actions
Tools

7. Enhance Team and/or
Coalition functioning
O Identifying people
concerned by the
challenges
O Bringing them in an
organized fashion
O Roles and
responsibility
O Accountability for
actions and results
O …
Net-Map
Tool helping teams
better understand the
stakeholder networks
that influence their
success:
O Who is involved?
O What are their formal
and informal links?
O What do they want?
O How influential are
they?
O What can we use this
information?
Key
actions
Tools

8. Coach teams and authorizers
through change process
Catalyzing and
accompanying
stakeholders and
teams in:
O Formulating priorities
O Identifying critical issues
O Clarifying challenges
O Producing short term
outcomes
O Articulating them within
a broader reform
agenda
O WBI Certification
program:
 NetMap,
 RRI
O Regional Coach
networks (NetMap,
RRI, StratComm)
O Internal coaches:
embedded in local
institutions
Key
actions
Tools

9. Apply structured
approach & tools
O Facilitating the
process
O Empowering
individuals and teams
O Providing tools based
on proven practices
O Capitalizing on
lessons learnt
(reasons for
success/failures)
O …
RRI
A disciplined process through
which a team develops the skills
and confidence needed to
achieve ‘stretch’ results, through
experimentation and learning,
in 100 days or less.
O Results first
O Temporary structure
O Learning all along the way
O Instutionalize effective
practice – Scale up
Reduce delays in
connecting electricity
from 3 months to 1
week in 100 days
starting 1 Sept. 2013
Key
actions
Tools

10. Examples of pratictioners of
L4R/RRI

11. Example of Sectors
Water and
Sewerage
management
Local tax
collectionCivil service
HR
management
Land
administratio
n
Solid waste
managemen
t
Financial
Managemen
t Information
Systems
Urban
settlement
Pharmaceutical
procurementEducation
Public
Sector
Capacity
Building
Connectio
n to
Electricity

12. For more information, please contact:
Benjamina M. RANDRIANARIVELO
brandrianarivelo@worldbank.org