Qu’est-ce que le Botswana, le Cap-Vert, la Malaisie, Maurice et Taïwan (Chine) ont-ils en commun ? Ces pays appartiennent au groupe exclusif d’économies ayant réussi à sortir de la pauvreté en moins de 30 ans. Ils ont aussi en commun d’avoir commencé par prendre appui sur une petite équipe dédiée au pilotage des réformes à accomplir. Ces équipes ont bénéficié de compétences techniques du plus haut niveau, de l’accès direct au sommet de l’État et d’un important budget de développement. C’est cette combinaison de compétences, d’accès et de ressources qui leur a donné les moyens de mener à bien d’ambitieux programmes de réforme malgré les intérêts partisans et les résistances administratives.
What do Botswana, Cape Verde, Malaysia, Mauritius, and Taiwan (China) have in common? They belong to an exclusive group of economies that grew out of poverty in less than 30 years. They also initially relied on a small, dedicated team of experts to get the job done. These teams brought to bear world-class skills along with direct access to the top level of government and a large development budget. That combination of skills, access, and resources gave them the clout to steer an ambitious reform agenda through vested
interests and layers of government.
What, if anything, can or should policymakers do to encourage enterprise formalization? These are important questions. Some estimates suggest that over 30 percent of output and 70 percent of workers in developing countries are to some degree outside the scope of government regulation. In Africa the figures are even higher.
Government inspections of firms are important for enforcing regulations to protect public health, safety, and the environment and to carry out economic functions such as tax collection and banking regulation. But most inspection regimes in developing countries impose excessive costs on firms while failing dismally to prevent accidents or mitigate losses from disasters. There is a strong interest in models of reform that will reduce the burden of government inspections while improving standards. This Note offers solutions that do both.
Land markets that allow access to land—and to buildings—through secure property rights, at transparent prices, and with efficient permitting processes and land tax systems are essential to a good business environment. Creating such markets, however, can be a long, complex, politically charged process, especially where most land is untitled and where there are conflicting claims. But experience points to practical interim or step solutions that can have a positive impact and generate the political capital to reform the overall land market system.
South-South FDI now accounts for one third of all FDI going to developing countries, and is growing. This is good news because this FDI typically reaches very poor and remote developing countries.
FIAS Annual Report Fiscal Year 2009
A Handbook for Tax Simplification
Stakeholder Management in Business Registration Reforms - Lessons from 10 Countries
Lessons for Reformers: How to launch, implement and sustain Regulatory Reform
Investment Promotion Essentials: What Sets the World's Best Investment Facilitators Apart From The Rest 
A Rough Guide to Investment Climate Reform in Conflict-Affected Countries
Global Investment Promotion Benchmarking 2009
Local Taxes, Regulations, and the Business Environment: Finding the Right Balance
Introducing the Value-Added Tax: Considerations for Implementation
Tackling Corruption through Tax Administration Reform
Linking Business Tax Reform with Governance: How to Measure Success
Small Business Taxation: Reform to Encourage Formality and Firm Growth
Regulatory transformation in Mexico, 1988-2000
Regulatory transformation in Australia, Italy, and United Kingdom
Regulatory transformation in Hungary, 1989-1998
Regulatory transformation in the Republic of Korea
Review of the Dutch Administrative Simplification Programme