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p. 12 of 14 BACK | NEXT Preface Emerging Asia: Challenges to Development The Strategic Agenda Implementing the Strategy Strategic Operating Principles Operating Modalities Organization and Human Resources Resources for the Strategy Next Steps

The Long-term Strategic Framework of The Asian Development Bank (2001-2015) : Implementing the Strategy

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Organization and Human Resources

The implementation of the strategic agenda and strategic operating principles must be anchored in a strong and supportive ADB corporate culture shared by its shareholders, Board of Directors, management, and staff. It will also require corresponding changes in the institution’s organization and in the ways it does business.

The strong country focus and the long-term approach advocated by the strategy imply that decisions should be taken as closely as possible to the action, a move that is also essential to build a responsive, learning organization; the focus and approach should also ensure the quality and effectiveness of ADB operations in a complex and changing environment. Country focus must be supported by an appropriate organizational structure and processes for operational decision making. In this context, the fundamental principle of DMC ownership must also be reinforced. The implementation of the new resident mission policy ¹² initiated in 2000 is an important step in this direction, and will result in much closer relationships with the DMCs and a broader stakeholder base. Implementing the policy will also help carry out the subsidiarity principle, that the lowest institutional and administrative level should assume a primary role in development issues. ADB’s organizational structure must also be adapted to support the main thrusts of the strategic agenda and maximize efficient and effective implementation of the agenda.

To respond to evolving challenges, ADB must become a learning institution maximizing the use of its vast knowledge and drawing upon resources, skills, and expertise both inside and outside the organization. It must develop the capacity to learn quickly from its own operational experiences and those of its development partners, and to disseminate such experience in the form of “best practices” among DMCs, ADB staff, and the development partners. A key area of organizational change involves the establishment and maintenance of the knowledge base necessary for the implementation and adjustment of the strategic agenda and of ADB operations over time. Drawing on and bringing together the existing and evolving expertise of ADB staff, internal networks can be established as nodes of knowledge, information, and expertise in particular areas. Knowledge sharing and internal synergies are key elements in the establishment of such nodes.

To extend the reach of the institution and to tap into a virtual pool of skills and knowledge, ADB, together with the Asian Development Bank Institute, should establish and maintain networks of experts. As ADB becomes more involved in long-term assistance approaches and strategies, it will need an ever greater depth of knowledge about the sectors entailed; to gain that knowledge, ADB will require improved economic and sector work and a comprehensive vision of the key development and poverty reduction issues in each DMC. This will call for high quality, committed staff, and flexibility in adjusting ADB’s skill mix over time. The resident missions in the DMCs must become important sources of organizational expertise for key development issues; to that end, their staffs will have to network extensively with headquarters staff.

To support the strategy, ADB will continue to adjust its internal business processes to make them more responsive to the needs of the DMCs, reducing response time and enhancing country ownership. At present, business processes are designed around project processing, with an overemphasis on procedure and documentation. Processes that enhance quality, efficiency, and transparency in resource use and that deliver better outcomes will be developed. Adaptability, flexibility, and efficiency will be key considerations in the review of business processes.

The globalization of information is affecting ADB’s operations in fundamental ways, and this trend will sharply accelerate in the future. In order for ADB to maintain its position as the premier development institution in Asia, it will have to take further steps to raise and strengthen its external profile. In an age of rapid information, ADB has to project itself to all its constituencies as being modern, flexible, creative, and efficient. It will have to be open and transparent in providing information on its operations and activities. To this end, it must utilize all the resources at its disposal, harness modern technologies, and maximize use of its representative offices and resident missions.

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