BROADCASTS.com

b"Many government policies and reforms fail in developing countries. Research at the Center for International Development\\u2019s Building State Capability program (or BSC) ties such failure to the tendency of governments to adopt external \\u2018solutions\\u2019 that do not fit their contexts and overwhelm their capabilities. The program believes that governments should build their capabilities by employing processes that empower their own people to find their way to solving their country\\u2019s real problems. They propose a process for doing this, called Problem Driven Iterative Adaptation (or PDIA) and have been working since 2009 to explore \\u2018how to do\\u2019 PDIA practically, in the real world. \\n\\nThis is the second of a series of interviews with the Building State Capability team \\u2013 the PDIA in Practice Series, or PIPs, where they describe where the PDIA tools and ideas have emerged from, and how these ideas have taken shape. The previous interview covered their experience working with officials in Mozambique\\u2019s public financial management sector in 2009, the \\u2018adaptation window\\u2019 idea and practice it inspired. Today\\u2019s interview will tell the story that followed that first year of work, how long it took to take the project off the ground and what were the main learnings of implementing an innovative problem-driven approach across many sectors at a national level. \\n\\n// Read the PDIA in Practice note: //\\nhttps://bsc.cid.harvard.edu/contributing-problem-driven-project-mozambique\\n\\nInterview recorded on June 25th, 2018.\\nbsc.cid.harvard.edu\\n\\nAbout Matt Andrews: Matt Andrews' research focuses on public sector reform, particularly budgeting and financial management reform, and participatory governance in developing and transitional governments. Recent articles focus on forging a theoretical understanding of the nontechnical factors influencing success in reform processes. Specific emphasis lies on the informal institutional context of reform, as well as leadership structures within government-wide networks. This research developed out of his work in the provincial government of Kwa-Zulu Natal in South Africa and more recently from his tenure as a Public Sector Specialist working in the Europe and Central Asia Region of the World Bank. He brings this experience to courses on public management and development. He holds a BCom (Hons) degree from the University of Natal, Durban (South Africa), an MSc from the University of London, and a PhD in Public Administration from the Maxwell School, Syracuse University."