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What James Bond Can Teach Us About High-Performing Bureaucracies

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Imagine you wanted to build the most effective bureaucracy possible. Where might you look for inspiration? According to Daniel Rogger, a researcher at the World Bank, one of the best sources has been on our movie and television screens for over five decades—James Bond.

“James Bond is probably the most famous civil servant of all time,” said Rogger. “His approach toward officialdom is rooted in a strong sense of autonomy, a high mission orientation, a vibrant approach to seeking out detailed information on a case-by-case basis, and a culture of strong professional relationships.”

At a Policy Research Talk delivered earlier this year, Rogger unveiled the findings of a growing body of research and data that are helping identify how developing countries can create a bureaucracy that aspires to these kinds of ideals. Most civil servants will never chase villains across the globe like James Bond, but bureaucracies can still be places with a similar mission-driven orientation to serve the public.

Over the course of his presentation, Rogger took his audience on a whirlwind tour of the cutting edge of what researchers both inside and beyond the walls of the World Bank have learned about what shapes the functioning of bureaucracies. His findings fell under three broad headings: economics, politics, and culture.

One of the points that Rogger repeatedly drove home is that bureaucrats, like everyone else, respond to incentives—just not the usual ones. Rather, the incentives that lead to high-performing bureaucracies are influenced by the specific nature of bureaucratic work. Civil servants often carry out ambiguous tasks in uncertain environments and must multi-task across many types of work. In one study of the Ghanaian civil service, Rogger and his co-authors found that nearly 30 different government organizations work on policy, 23 work on physical infrastructure, and 20 work on permits and regulation.

The consequence of ambiguity and multi-tasking is that pay-for-performance incentives tied to easily measurable targets are likely to backfire. In a recent study of project completion rates in the Nigerian civil service, Rogger and his co-author found that the introduction of performance incentives actually slowed down project delivery, and this effect was more pronounced for those projects with higher complexity and ambiguity—for example, building a dam or a borehole.

Similarly, a study of government procurement in Russia soon to be published by London School of Economics Professor Oriana Bandiera and co-authors found that the introduction of performance incentives actually increased the prices paid by the government in the long run. In contrast, greater autonomy for bureaucrats sustainably reduced prices.

Instead of performance incentives, Rogger recommended two other types of reward systems that have been proven to improve outcomes. First, rewarding high-performing civil servants with their choice of posting or work program has been shown to improve outcomes in a number of settings. For example, in India promising postings to more desirable locations led police to increase the number and accuracy of sobriety checks. A second type of reward is the quality of management: staff are more motivated when their managers are effective, so tracking managerial practices across divisions could have substantial impacts on service delivery.

Yet Rogger pointed out that getting the right kind of incentives and people in place is not enough. Bureaucracies also operate within the constraints created by political systems. The key is for bureaucracies to remain responsive to political preferences without becoming politicized. A study of political interference in Nigeria demonstrates the trade-offs involved. In sectors where politicians have significant authority, projects are more likely to be started and completed. However, project quality also declines. Political pressure leads civil servants to shift contracts to companies preferred by the politician.

One remedy for this problem is greater transparency. In the United States, the Federal Employee Viewpoint Survey helps shine a spotlight on government departments that are underperforming. Likewise, audits in China have been shown to improve the selection of more competent mayors by utilizing more objective metrics to measure performance.

“Independent data on the public administration reduces the role for distortionary politics,” Rogger argued. Generating this independent data to improve the quality of government administration is part of the rationale for the Bureaucracy Lab that Rogger founded and co-leads.

The final piece of the bureaucratic puzzle is culture, but according to Rogger this is the area where research is still in its infancy. Creating a shared service identity with strong professional norms—think of James Bond as an exemplar of MI6—is the goal, but how best to create these norms is still an open question. Currently, a number of studies are under way in Liberia, Ghana, and Benin to find answers to this question.

“World Bank staff work hand in hand with civil servants from partner governments to end extreme poverty and build shared prosperity,” said Aart Kraay, Senior Adviser at the World Bank. “Better understanding what leads to high-performing bureaucracies is central to achieving our shared goals.”

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Companies may be overlooking the riskiest cyber threats of all

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A majority of companies don’t have a handle on their third-party cyber risks  – risks obscured by the complexity of their business relationships and vendor/supplier networks.  This is the finding of the PwC 2022 Global Digital Trust Insights Survey.  The survey of 3,600 CEOs and other C-suite executives globally found that 60% have less than a thorough understanding of the risk of data breaches through third parties, while 20% have little or no understanding at all of these risks.

The findings are a red flag in an environment where 60% of the C-suite respondents anticipate an increase in cyber crime in 2022. They also reflect the challenges organizations face in building trust in their data — making sure it is accurate, verified and secure, so customers and other stakeholders can trust that their information will be protected.

Notably, 56% of respondents say their organizations expect a rise in breaches via their software supply chain, yet only 34% have formally assessed their enterprise’s exposure to this risk. Similarly, 58% expect a jump in attacks on their cloud services, but only 37% profess to have an understanding of cloud risks based on formal assessments.

Sean Joyce, Global & US Cybersecurity & Privacy Leader, PwC United States said: “Organizations can be vulnerable to an attack even when their own cyber defenses are good; a sophisticated attacker searches for the weakest link – sometimes through the organization’s suppliers.  Gaining visibility and managing your organization’s web of third-party relationships and dependencies is a must.  Yet, in our research, fewer than half of respondents say they have responded to the escalating threats that complex business ecosystems pose.”

Asked how their companies are minimizing third-party risks, the most common answers were auditing or verifying their suppliers’ compliance (46%), sharing information with third parties or helping them in some other way to improve their cyber stance (42%), and addressing cost- or time-related challenges to cyber resilience (40%). But a majority have not refined their third-party criteria (58%), not rewritten contracts (60%), nor increased the rigor of their due diligence (62%) to identify third-party threats.

Simplifying the way to cybersecurity

Nearly three quarters of respondents said the complexity of their organization poses “concerning” cyber and privacy risks. Data governance and data infrastructure (77% each) ranked highest among areas of unnecessary and avoidable complexity.

Simplification is a challenge, but there is ample evidence that it is worthwhile.  While three in 10 respondents overall said their organizations had streamlined operations over the past two years, the “most improved” in our survey (the top 10% in cyber outcomes) were five times more likely to have streamlined operations enterprise-wide.  These top 10% organizations are also 10 times more likely to have implemented formal data trust practices and 11 times more likely to have a high level of understanding of third party cyber and privacy risks.

CEO engagement can make a difference

Executive and CEO respondents differ on how much the support the CEO provides on cyber, with CEOs seeing themselves as more involved in, and supportive of, setting and achieving cyber goals than their teams do. But there is no disagreement that proactive CEO engagement in setting and achieving cyber goals makes a difference.  Executives in the “most improved” group, reporting the most progress in cybersecurity outcomes, were 12x more likely to have broad and deep support on cyber from their CEOs.  Most executives also believe that educating CEOs and boards so they can better fulfill their cyber responsibilities is the most important act for realizing a more secure digital society by 2030.

Sean Joyce concluded: “Our survey shows that the most advanced organizations see cybersecurity as more than defense and controls, but as a means to drive sustained business outcomes and build trust with their customers.  As leaders of organizations, CEOs set the tone for focusing their cyber teams on bigger-picture, growth-related objectives rather than narrower, short-term expectations.”

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Are we on track to meet the SDG9 industry-related targets by 2030?

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A new report published by the United Nations Industrial Development Organization (UNIDO), Statistical Indicators of Inclusive and Sustainable Industrialization, looks at the progress made towards achieving the industry-related targets of Sustainable Development Goal (SDG) 9 of the UN 2030 Agenda for Sustainable Development. The report is primarily based on the SDG9 indicators related to inclusive and sustainable industrialization, for which UNIDO is designated as a custodian agency, showing the patterns of the recent changes in different country groups.

Six years after the adoption of the 2030 Agenda for Sustainable Development and its 17 SDGs, there has been increasing demand for information on whether the SDG targets could be reached, and what actions should governments take to accelerate progress. The UNIDO report introduces two new tools developed by UNIDO to help countries measuring performance and progress towards SDG9 industry-related targets: the SDG9 Industry Index and SDG9 progress and outlook indicators. The SDG9 Industry Index benchmarks countries’ performance on SDG-9 targets over 2000-2018 for 131 economies. In addition, the report develops two measures to answer the main questions:

  • Progress: how much progress has been made since 2000?
  • Outlook: how likely is it that the target will be achieved by 2030?

The global COVID-19 pandemic has inevitably had a negative toll on the progress towards reaching the SDG9 indicators, but the extent of the long-term impact remains to be seen. Industrialized countries continue to dominate global manufacturing industry, but their relative share has gradually declined over the past decade. In 2010, industrialized economies made up 60.3% of global production, which has decreased to 50.5% in 2020. China has been the largest manufacturer, now accounting for 31.7% of global production. This is a trend that has been reinforced by the pandemic.

Progress for the least developed countries (LDCs), at the heart of the 2030 Agenda, is a different story. While economic theory and countries’ experiences across the world have established that industrialization is an engine of sustainable growth, progress among LDCs remains very diverse. Asian LDCs are poised to double their share of manufacturing in GDP and thus meet SDG target 9.2, but African LDCs have stagnated.

SDG9 Industry Index

The SDG-9 Industry Index, consisting of five dimensions, covers three targets and five indicators and assigns a final score to countries. In 2018, the top ten consisted of exclusively industrialized economies, with Taiwan, Province of China, Ireland, Switzerland, the Republic of Korea and Germany making up the top five. In general, industrialized economies perform best in all dimensions of the Index.

The countries at the bottom of the ranking are LDCs, in particular those located in sub-Saharan Africa. Although some African countries have been displaying impressive growth rates, growth has been driven by an extended commodity boom and foreign capital inflows, while industrialization and structural transformation have stagnated. Additionally, substantial data is lacking for a significant amount of the countries. In the SDG9 Industry Index, only 24 out of 54 African countries are included, from which only eight are LDCs. It is clear that national statistics offices need strengthening, as data availability helps countries formulate, review and evaluate their development plans and programmes.

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ASEAN Survey Calls for Joint Action for an Inclusive and Sustainable Digital Economy

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The World Economic Forum launches today the ASEAN Digital Generation Report 2021, a special edition of its annual ASEAN youth survey report series, which examines the impact of the pandemic on personal income, savings and the role of digitalization in the region’s economic recovery. The report’s survey, conducted with close to 90,000 participants from Indonesia, Malaysia, the Philippines, Singapore, Thailand and Viet Nam, also flags the gaps needed to build a more inclusive and sustainable economy, namely: access to technology, digital skills training for all generations, and measures to enhance online trust and security.

The survey’s findings confirm e-commerce’s role as the key driver of growth in the ASEAN region. Wholesale and retail trade sector had the highest proportion of people starting new businesses (50%), while the logistics sector had the highest share of people finding new jobs (36%).

Notably, respondents from these two sectors are among those who also reported a decline in income. This could be because when people experienced a fall in income, they started new businesses in the wholesale and retail trade sector to leverage e-commerce opportunities.

A majority of respondents have adapted to the challenges of the coronavirus pandemic through significant digital adoption. Across ASEAN, 64% of respondents have digitalized 50% or more of their tasks, as have 84% of respondents who are owners of micro, small and medium enterprises (MSMEs). Respondents who reported greater levels of digitalization of their work and business reported lower levels of income decline. Similarly, business owners with an online presence were more likely to report an increase in savings (24%) and income (28%) compared to those without one (18%).

However, the benefits of digitalization are unevenly spread across the region. Those who are less “digitalized” found further digital adoption less appealing. As in 2020, respondents continued to point to expensive or poor internet quality or digital devices as the top barriers to digital adoption. While less digitalized respondents pointed to lack of digital skills as a key additional obstacle, more digitalized respondents pointed to trust and security concerns instead.

The identified obstacles were consistent across all six countries surveyed. As such, multistakeholder and regional joint actions are needed to unlock the full potential of ASEAN nations in the digital age and narrow these gaps.

“Through this annual survey, we wanted to understand the views, priorities and concerns of the digital users in ASEAN and gain statistical insights that will help inform and shape relevant regional policy,” said Joo-Ok Lee, Head of the Regional Agenda, Asia-Pacific, World Economic Forum. “The survey showed improving the quality and affordability of ASEAN digital infrastructure, equipping the ASEAN workforce with appropriate skills and enhancing people’s trust in the digital environment are crucial to bring ASEAN over the tipping point for inclusive and sustainable digital transformation.”

“One of the key findings was that digitalization has a ‘flywheel’ effect wherein users who had first experienced the benefits of technology were more eager to deepen their levels of digitalization,” added Santitarn Sathirathai, Group Chief Economist at Sea, a Singapore-based global consumer internet company.“It is critical for the public and private sector to work even more closely to lower any friction and barriers, which may prevent the positive digitalization momentum from taking place. Through this, digitalization can enable post- pandemic recovery in an inclusive and sustainable way.”

Between July and August 2021, the survey polled participants from Indonesia, Malaysia, the Philippines, Singapore, Thailand and Viet Nam. Some 77% of respondents are youths aged between 16 and 35, 56% female and 10% business owners.

This year’s edition continues tomonitor the impact of the pandemic on respondents, explores how the ongoing digitalization has benefited their life and society in the real economy, what stands in their way of further digitalization and maximization of such benefits, and how to tackle the identified obstacles.

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