The World Bank: Malpass v Malpass

世界銀行：馬爾帕斯左右互搏（節(jié)選）

The new boss will find that the job is harder to do than it was to get

這位新行長(zhǎng)的工作得來(lái)不難，做起來(lái)卻不易

　　The bank’s influence on such countries is small. But the potential gains are so great that even a small nudge can yield a magnificent return. Lant Pritchett of Harvard University cites the example of the Indian Council for Research on International Economic Relations. This think-tank, based in Delhi, got started in the early 1980s with the help of $857,000 from the Ford Foundation (almost $3m measured using 2005 purchasing-power-parity rates). Mr Pritchett reckons that its research helped shape India’s successful response to its balance-of-payments crisis in 1991. Those reforms, in turn, set the stage for faster growth in a country hosting a sixth of humanity. Mr Pritchett has calculated that the 1991 response and later reforms added $3.6trn to India’s output from 1991 to 2010. Even if Ford’s money increased the chances of reform by only 1%, that represents a 12,000-fold return on its investment (ignoring the lag between outlay and the reforms).

　　But this kind of thinking is out of fashion at the bank. The ten largest emerging markets are not necessarily its biggest clients. Nor, India aside, are they where many of the world’s poorest people live. Improving median incomes in these ten would not necessarily reduce poverty in Nigeria or Congo. Nor would it ensure that the incomes of the bottom 40% rise faster than the rest (which is one way the bank monitors its fight against inequality). Mr Malpass’s instincts may therefore fail to mesh with the bank’s institutional priorities.

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