The World Bank recognized the role of concerted state strategies in driving growth in a number of successful East Asian countries (World Bank 1993). However, this qualified recognition was attended with the observation that the appropriate state capacities for productive interventions were missing in most other developing countries. In these countries, attempts to replicate East Asian strategies would not only fail, but would make things worse due to static efficiency losses and rent-seeking costs. At one level, the World Bank's argument against growth-promoting strategies of the East Asian type in most developing countries is absolutely accurate. The appropriate governance capabilities are clearly absent in many of the poorest countries that are most in need of growth strategies. Moreover, an attempt to acquire state capabilities on a scale that would enable these countries to attempt the types of interventionist programmes seen in East Asian countries in the 1960s and 1970s is probably beyond the feasible capacity of reform in these developing countries.However, while we recognize the obvious truth in the World Bank's analysis of the problem, their policy conclusion does not necessarily follow. The conclusion was that because the substantial growth-promoting governance capabilities of the East Asian economies did not exist in most other developing countries (and indeed could not be feasibly replicated) their optimal strategy was to abandon all growth-promoting strategies and resort to the alternative of seeking to promote market efficiency through market-enhancing governance. This does not follow because a market-enhancing governance strategy is equally over-ambitious in the demands it makes on state capabilities and focusing on this may not deliver any significant returns. To attempt to make markets in general work so efficiently that market failures are no longer a problem may be just as overambitious as the attempt to correct vast swathes of market failures through extensive interventions. In addition, there are structural reasons which set a ceiling to the development of market-enhancing governance capabilities in developing countries. Focusing purely on market-enhancing governance is therefore likely to yield disappointing results.To take account of the limited reform capabilities in real contexts, a targeted approach to developing governance capabilities makes sense. The experience of successful developers suggests that growth-promoting governance was important, but many of the political and institutional initial conditions enjoyed by the successful countries of East Asia were indeed very different from those in Africa. Any simplistic attempt to learn the lessons of East Asia is therefore likely to be misleading because the scale of these growth-enhancing governance capabilities cannot be replicated in most contemporary developing countries. Attempts to do so are likely to result in significant government failures and the abandonment of these strategies. A more relevant approach for Africa is to learn fr...