The strategic management of development programmes: evidence from an international study

Abstract

Why do some development programmes perform better than others? This paper explores a neglected area in public management - the managerial and institutional innovations which influence the outcome of development programmes. The experience of six relatively successful and large programmes selected from Third World countries will be analysed to shed some light on this question. A comparative analysis of the "strategic management" of these programmes reveals several common features - clear focus on a dominant goal or service, a strategy of sequential diversification of goals, effective integration of the relevant inputs to deliver the service, strong demand mobilization efforts, and the use of a decentralized network of organizations using indirect sources of influence reinforced by highly adaptive planning, monitoring, developmental and motivational processes.