Improving Project,Program and Policy Performance in Developing Countries through Managing for Development Results

Abstract

This article seeks to answer five questions: (1) What is ‘Managing for Development Results (MfDR)’? (2) What are the known conditions for the successful adoption of MfDR?, (3) Do these conditions apply to developing countries?, (4) Does MfDR produce better results in developing countries?, and (5) What are some of the emerging challenges in adopting MfDR? In noting that that MfDR is results-based management expressed in the language of development, the reasons for the adoption of the new term and the possible consequences of this are explored. While the perils of transferring management practices from one cultural context to another are noted, the Asian Development Bank's experience supports the view that the known conditions for successful adoption of MfDR generally apply to developing countries. Many developing countries also face special challenges not faced by rich countries and they need to deal with the particular cultural context that may support or impede successful adoption. Surprisingly little research has been conducted to test the relationship between MfDR and improved development results. However, the evidence presented in this article supports the view that applying the principles of MfDR can bring about significant improvements in project, program and policy performance. Paradoxically though, those countries that need the benefits the most are the least likely to be able to apply whole-of-government MfDR. Notwithstanding this, adoption where the conditions are favorable offers hope for better results from projects, programs and policies in the future.