This paper aims to articulate aspects of the Private Sector Development Strategies of two key Development Banks in order to reflect on commonalities and differences. The paper reviews these strategies and focuses on what is included and what is omitted, as well as commenting on the characteristics of these strategies as corporate direction setting. The degree to which strategies seem to have incorporated organisational learning, power relationships and cultural contexts is then assessed.
Manchester, UK, CRC Working Paper, No. 42, 19 pp.