building a better international ngo “ greater than the sum of the parts ”
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Building a Better International NGO “ Greater than the Sum of the parts ”. Flow …. Development progress - Good news .. But!! .. All not rosy .. Challenges facing international NGOs Book is trying to say. Flow …. Good news. Local energy & vibrancy. Education getting better …. - PowerPoint PPT PresentationTRANSCRIPT
Building a Better International NGO
“Greater than the Sum of the parts”
Development progress - Good news .. But!! .. All not rosy .. Challenges facing international NGOs Book is trying to say ..
Flow …
Good news ..
Flow …
Local energy & vibrancy
Education getting better …
Less a political/ idealogical/ religious football
1.Growth & Opportunity - Africa
2.Less a political/religious football pitch
3.Governance & Democracy … gradually …
Some good news in development landscape
Reduction on poverty levels
1.Growth & Opportunity - Africa
2.Less a political/religious football pitch
3.Governance & Democracy … gradually …
4.Unexploited resources
Some good news in development landscape
1.Growth & Opportunity - Africa
2.Less a political/religious football pitch
3.Governance & Democracy … gradually …
4.Unexploited resources
5.Private sector investment (FDI)
Some good news in development landscape
Annual FDI Inflows in Uganda (million US $), 1990 - 2009
Source: UNCTAD, World Investment Reports
1.Growth & Opportunity - Africa
2.Less a political/religious football pitch
3.Governance & Democracy … gradually …
4.Unexploited resources
5.Private sector
6. Internet / ICT
Some good news in development landscape
Penetration of mobile cellular and internet
Source: UN International Telecommunication Union (ITU); ‘Measuring the Information Society Report’ 2010, 23rd February 2010
Internet users by level of development, 1998 - 2009
Mobile cellular subscriptions by level of development, 1998 - 2009
Note: * Estimates.Source: ITU World Telecommunication/ ICT Indicators database
Fast growing cellphone footprint ..
Source: Africa Infrastructure Country Diagnostic
Very rapid growth of broadband ..
1.Growth & Opportunity - Africa
2.Less a political/religious football pitch
3.Governance & Democracy … gradually …
4.Unexploited resources
5.Private sector
6. Internet / ICT
7.More thoughtful aid
Some good news in development landscape
Development progress - Good news .. But!! .. All not rosy ..
Flow …
.. But all is not rosy ..
1.Very delicate balance (Snakes and Ladders)
SNAKES & LADDERS
Journey from stability to stability is long and risky
.. But all is not rosy ..
1.Very delicate balance (Snakes and Ladders)
2. Journey from stability to stability is long and risky
3.Poverty landscape is more complex
Profile of poverty ..
.. But all is not rosy ..
1.Very delicate balance (Snakes and Ladders)
2. Journey from stability to stability is long and risky
3.Poverty landscape is more complex
4.Oil & Mineral resources has the opportunity to wreck the African continent
Natural resources .. Scenarios …
Optimistic Scenario Pessimistic Scenario
o Revenues from Oil and gas are split between savings (for future needs), important social sectors, and significant investment to stimulate economic growth.
o High Local and National Content drives employment, increases standards and spins off to other sectors
o Government bodies are strengthened and respond to growth challenges
o The economy grows with poor people participating in that growth.
o Revenues squandered. No savings for future development.
o Revenue from Oil and Gas, fuels ever more corruption
o Government bodies weaken as little incentive to improve with oil revenue replacing aid dependency
o Little or no investment in economic sectors
o Minimal local content creates no new growth
o Dependence on imported goods grows, indigenous businesses undermined
o Increasing inequality, jobs for the few, leading to riots and civil strife
.. Blessing ….or Curse !!
Optimistic Scenario Pessimistic Scenario
o Revenues from Oil and gas are split between savings (for future needs), important social sectors, and significant investment to stimulate economic growth.
o High Local and National Content drives employment, increases standards and spins off to other sectors
o Government bodies are strengthened and respond to growth challenges
o The economy grows with poor people participating in that growth.
o Revenues squandered. No savings for future development.
o Revenue from Oil and Gas, fuels ever more corruption
o Government bodies weaken as little incentive to improve with oil revenue replacing aid dependency
o Little or no investment in economic sectorso Minimal local content creates no new growtho Dependence on imported goods grows, indigenous
businesses underminedo Increasing inequality, jobs for the few, leading to
riots and civil strife
Development progress - Good news .. But!! .. All not rosy .. Challenges facing international
NGOs
Flow …
.. Question marks? iNGO - Point of inflection?
Welcomed ? Cumulative resentment? Contribution being challenged: Results agenda!
Results Agenda …
.. Question marks? iNGO - Point of inflection?
Welcomed ? Cumulative resentment? Contribution being challenged: Results agenda! “Disruptive” technologies/changes (ICT4D) Squeezed: Role as intermediary?
Closing gap (internet, global media, globalisation, trade & investment, +)
Squeezed: Very large contracts & local NGOs? Innovation record ?
Large scale innovation ?
.. Question marks? iNGO - Point of inflection?
Welcomed ? Cumulative resentment? Contribution being challenged: Results agenda! Squeezed: Role as intermediary?
Closing gap (internet, global media, globalisation, trade & investment, +)
“Disruptive” technologies/changes (ICT4D) Squeezed: Very large contracts & local NGOs? Innovation record ? Adapting to new areas/ opportunities?
e.g. trade & enterprise - “green space”;ICT4D
“Green space” ..
Economic flywheel of developing economies ,,
Housing
Health
Enterprise Development
and Expansion
Enterprise Development
and Expansion
Agricultural
Value Chain
Agricultural
Value Chain
Institutional Capacity Building
Institutional Capacity Building
Education
Aid
FDI
Trade
Technology (ICT)
Oil Revenues
National Content
Infrastructure
.. Question marks? iNGO - Point of inflection?
Welcomed ? Cumulative resentment? Contribution being challenged: Results agenda! Squeezed: Role as intermediary?
Closing gap (internet, global media, globalisation, trade & investment, +)
“Disruptive” technologies/changes (ICT4D) Squeezed: Very large contracts & local NGOs? Innovation record ? Adapting to new areas/ opportunities?
e.g. trade & enterprise - “green space”;ICT4D
Efforts by the iNGOS to strengthen – slow!!
Development progress - Good news .. But!! .. All not rosy .. Challenges facing international NGOs Book is trying to say ..
Flow …
1.Step change not optional: > overdue!! • Organisational model/capacity; focus & positioning +
• Either Greater than the sum of parts or ???
Key messages from the book
1. New Strategy: Translating strategy into decisions and focus: Growth
2. Donor expectations ( e.g. major grants)
3. Funding return on Investment/growth
4. Programme Quality/Impact
5. Alignment on “Theory of Change” & programmatic approach & M&E
6. Programme learning & knowledge management
7. Innovation and scaling
8. Ability to act across borders/regionally/globally
9. Footprint rationalisation
10. High performance/inspiring environment for talent
11. Clarity/Duplication/Efficiency: Roles & Responsibility
12. Decision making: Optimisation of resources/expertise/investment
13. Agility/Flexibility: Use of resources/expertise/investment
14. Regional Structure/Regional Offices/
15. North-South Power – Rebalancing
16. Joined up Planning, performance management and accountability
17. Harmonising/strengthening enabling processes / systems/ functions
18. Long term Legitimacy & Relevance
19. Reputation/Global Coherence/Risk
Why? Typical drivers
Strategy
Donors
Programme Quality/ Consistency /Learning
LTO
Organisational performance
Green Peace
SOS Villages
1.Step change not optional: > overdue!! • Organisational model/capacity; focus & positioning +
• Either Greater than the sum of parts or ???
2. Interlinked set of changes
Key messages from the book
Exhibit 6.7 – Interrelated dimensions of progress
Integrated planning & accountability
Org Model/
Structure
“Theory of
Change”
Governance Boards, & Decision Making
Leadership style,
behaviour, capacity
1.Step change not optional: > overdue!! • Organisational model/capacity; focus & positioning +
• Either Greater than the sum of parts or ???
2. Interlinked set of changes
3.Credible at global and local levels
4.Theory of Change – centre stage
5.New opportunities: ICT4D: Green space +
6.Efficient & Effective, YES … but seek BREAKTHROUGHS!!
Key messages from the book
1. Getting in Shape? … How to make a large international NGO be more than the sum of the parts?
2. Good at what? .. The Core Competences of an international NGO: What are they? What do they need to be?
3. Evolving structures of international NGOs … is there a right answer?
4. Reinventing the international NGO through new technology possibilities (ICT4D)
1. Strategic planning for large international development and relief agencies: Reflections and Perspectives
2. Integrated planning, performance and accountability for large international NGOs (Draft)
3. What does all this mean?
Greater than the “Sum of the parts”?
Building a Better International NGO“Greater than the Sum of the parts”
Chapter 1: Getting in Shape
1. Decision making is too slow and consensual
2. Inefficiency or duplication across different parts of the organisation
3. Disjointed ways of working, disjointed processes, disjointed decisions, disjointed initiatives
4. Over protective of local node of organisation, unable to see the bigger picture of the whole ..
5. Headquarters make decisions without understanding the realities of work in the field ..
6. Leadership behaviors are not always a shining example: criticisms re humility, respect, management discipline
7. Not making as much impact as we could or should …
The problem … frequent criticisms
Exhibit 1.7 – Generic decision making frameworkHEADQUARTERS PRODUCT/
LINE OF BUS.REGION BUSINESS UNIT
HQ/Secretariat Lead Entity/s Prog. Country Predominantly funding entity
CRAFT
STRATEGY
BUILDTHE
BUSINESS
RUN
OPS
SUPPORT
OPS
Global strategic planning
Country strategic planning
Partnerships & Alliances
Brand development & management
New Opportunities & Business Dev
Skills & Competence Development
Organisat Struct. Values, Culture
HR & Individual Performance Mgmt
Finance & Procurement
IT systems
Internal & External relations / Comms
Risk Management / Assurance
Knowledge Management
Bus Planning & Performance Mgmt
Marketing / Fundraising
Research
Program - Development
Program – Campaigning/Advocacy
Program – Humanitarian
Monitoring and Evaluation
Centre of gravity of decision making
The organisation levels involved
HEADQUARTERS PRODUCT/LINE OF BUS.
REGION BUSINESS UNITHQ/Secretariat Lead Entity/s Prog. Country Predominantly
funding entity
CRAFT
STRATEGY
BUILDTHE
BUSINESS
RUN
OPS
SUPPORT
OPS
Global strategic planning
Country strategic planning
Partnerships & Alliances
Brand development & management
New Opportunities & Business Dev
Skills & Competence Development
Organisat Struct. Values, Culture
HR & Individual Performance Mgmt
Finance & Procurement
IT systems
Internal & External relations / Comms
Risk Management / Assurance
Knowledge Management
Bus Planning & Performance Mgmt
Marketing / Fundraising
Research
Program - Development
Program – Campaigning/Advocacy
Program – Humanitarian
Monitoring and Evaluation
Exhibit 1.8 – Profile for a generic NGOCentre of gravity of decision making
The organisation levels involved
b) Vertical fracture
e) Weak Product / LOB dimension
d) Regions “caught in middle”
f)
1. Where to invest non-restricted income?
2. Which kinds of opportunities to pursue/ invest? Go/No Go?
3. What geographical footprint to invest in ?
4. What donor relationships to invest in ?
5. How to maximise the contribution of scarce talent/expertise across the organisation?
6. Who to promote? Select for key roles?
7. How and where to grow talent and expertise for the future?
8. What new talent to bring on board and nurture?
9. Where to force consistency? .. Or leave to local discretion?
+ + +
Decision making ….
Not hopeful ! Core requirements & Suggestions
Hopeful !
We are nowhere? There is no hope!
We have tried, but there are little signs of real progress.
Some progress ... though we are not there yet!
We are there!
Programmatic Legitimacy
1. Quality local programs with sustainable impact
2. Alignment around a ‘theory of change’
3. Ruthless clarity on ‘core competence’
4. Capacity, contribution and impact on an international/global level
Operational Maturity
5. Mindset of dual citizenship
6. Essential global processes aligned at a sensible level
7. Integrated planning, performance and accountability
Credible leadership and governance
8. Single, integrated global leadership team
9. Pragmatic matrix structure
10. Virtual HQ
11. Strategic regions with interlinked contexts and programmes
12. North-South power balance
Self evaluation template ..
1. Getting in Shape? … How to make a large international NGO be more than the sum of the parts?
2. Good at what? .. The Core Competences of an international NGO: What are they? What do they need to be?
3. Evolving structures of international NGOs … is there a right answer?
4. Reinventing the international NGO through new technology possibilities (ICT4D)
1. Strategic planning for large international development and relief agencies: Reflections and Perspectives
2. Integrated planning, performance and accountability for large international NGOs (Draft)
3. What does all this mean?
Greater than the “Sum of the parts”?
Building a Better International NGO“Greater than the Sum of the parts”
Chapter 2: Good at what? Core Competencies of international NGOs
1.Why a rethink?
2.The idea of core competencies
3.Core competencies of international NGOs ? –Now?
–In the future?
Chapter 2: Good at What? Core competencies ..
1.Ongoing shift in development thinking
2.Evidence of sustainable impact
3.Involvement of private sector
4.New types of organisations ( for profit and not for profit)
5.New areas of need
6.Waves of new technological possibilities
Why a rethink ?
Exhibit 2.1 - The roots of competitiveness ..
“It is essential to make the distinction between core competencies, core products, and end products because global competition is played out by different rules and for different stakes at different levels”
Prahalad and Hamel, The Core Competence of the Corporation.
End Products
1 32 1 32
Core Product 1 Core Product 2
Competence 2Competence 1
Capability Building Block 2
Capability Building Block 1
Capability Building Block 3
Capability Building Block 4
Capability Building Block 5
1 32
Business 1 Business 2 Business 3
1. Getting in Shape? … How to make a large international NGO be more than the sum of the parts?
2. Good at what? .. The Core Competences of an international NGO: What are they? What do they need to be?
3. Evolving structures of international NGOs … is there a right answer?
4. Reinventing the international NGO through new technology possibilities (ICT4D)
1. Strategic planning for large international development and relief agencies: Reflections and Perspectives
2. Integrated planning, performance and accountability for large international NGOs (Draft)
3. What does all this mean?
Greater than the “Sum of the parts”?
Building a Better International NGO“Greater than the Sum of the parts”
Chapter 3: Evolving Structures; ….. Is there a right answer?
Characteristics Good for .. Not so good for ..
A) Simple/ geographical structure
B) Line of business / Product
C) Matrix (many variants)
D) Supply/demand
E) Shared services
F) Strategic Mini-Regions
G) Country Federation
Some possible structural variations ..
What it means to front line staff? ….
Personal Objectives
Personal comfort level - Skills / expertise
War stories … Past failures & successes
Agency Policies
Organisational Goals Priorities
What my boss really prefers ?
Easier with current systems and processes … What peers
say .. Culture of avoiding risk …
What I really believe is right thing to do?
Variants Characteristics Good for .. Not so good for ..
A) Simple/ geographical structure
SimplerCountry & Region
Simple products Young organisations
Complex environment. Wide scope Best practiceStandardisation
B) Line of business / Product
Global products / programs
Expertise Specialisation
Local context/needsMulti product local solutions
C) Matrix (many variants)
Dual citizenshipDecision making Career development
Complex programmes/env Integrated planning and decision makingUse of scarce resourceCollaboration
Certain leadership styles Weak enabling systems
D) Supply/demand Internal market for resources/expertise
Professional service service firms
Certain leadership styles Weak enabling systems
E) Shared services Agreed services & standards Commercial internal interface
Stable requirementsConsistency Economies of scale Cost efficiency
Unstable requirements Fragmented needs Smaller scale Less mature management
F) Strategic Mini-Regions
Local clusters with similar contexts
Economies of scaleSharing across local countries
G) Country Federation
Country “independence” and self sufficiency within a global networkLocal governance
Local identity and independence – credible local actor
SharingStandardisationEconomies of scaleMulti country programmes
1.For the individual ? .. Career development ?
2.Individual performance management?
3.For planning & accountability?
4.For decision making ?
5.For knowledge management ?
What does matrix management really mean ?
A view ….
Either simplify the range of domains and geographies ……
Or have a more up to date organisation to deal with the complexity ……
Management / Leadership skills and behaviours
Planning and management disciplines
Strength Maturity of enabling Processes & Systems
OR ..
Organisational glue …
Enabling “glue” •Programme design standards, guidelines and methodology
•Monitoring & Evaluation (processes, systems and expertise)
•Financial processes and systems
•HR processes and systems
•Talent management
•Knowledge management tools, processes and systems
•Business planning and performance management
Motivating “glue” •Quality programmes and impact in the field
•Mission and identity
•Camaraderie with like-minded, high calibre, loyal staff
•Part of international community / civil society
1. … Do best programmes we know how, everywhere, all of the time… continuously sharing best thinking, learning and stretching
2. … Resources and investment chanelled to where there is most chance of biggest impact
… a clear agenda for all to follow, focus,
.. Joined up decision making processes and clear criteria
3. … Stimulating, motivating, high performance environment … opportunity for career development and stretch for all capable staff
4. … Processes and systems, fit for purpose, affordable
5. … Good partner for outside organisations ( consistent, professional, focused)
What are “we” really after .. In simple terms ?
1. Getting in Shape? … How to make a large international NGO be more than the sum of the parts?
2. Good at what? .. The Core Competences of an international NGO: What are they? What do they need to be?
3. Evolving structures of international NGOs … is there a right answer?
4. Reinventing the international NGO through new technology possibilities (ICT4D)
1. Strategic planning for large international development and relief agencies: Reflections and Perspectives
2. Integrated planning, performance and accountability for large international NGOs (Draft)
3. What does all this mean?
Greater than the “Sum of the parts”?
1. Getting in Shape? … How to make a large international NGO be more than the sum of the parts?
2. Good at what? .. The Core Competences of an international NGO: What are they? What do they need to be?
3. Evolving structures of international NGOs … is there a right answer?
4. Reinventing the international NGO through new technology possibilities (ICT4D)
1. Strategic planning for large international development and relief agencies: Reflections and Perspectives
2. Integrated planning, performance and accountability for large international NGOs (Draft)
3. What does all this mean?
Greater than the “Sum of the parts”?
Building a Better International NGO“Greater than the Sum of the parts”
Chapter 4: Reinventing international NGOs through new technological possibilities?
?
Glass half full ..
Glass half empty ..
1.A wave of tremendous opportunity
2.Five key challenges for iNGOs
3.Making opportunities count
4.Disruptive technologies
5.Structure variants: • Characteristics
• Pros and cons
Chapter 4: ICT for Development
Exhibit 4.1 - Penetration of mobile cellular and internet
Source: UN International Telecommunication Union (ITU); ‘Measuring the Information Society Report’ 2010, 23rd February 2010
Internet users by level of development, 1998 - 2009
Mobile cellular subscriptions by level of development, 1998 - 2009
Note: * Estimates.Source: ITU World Telecommunication/ ICT Indicators database
Figure 4.2 - Example uses of ICT4D by sector
Program Sector/s
Tech.Purpose/s Agriculture Health
Water& Sanitation Peace Building
Remote Data Collection
Seed distribution, Crop levels
Patient information
Impact resulting from
emergency
Gather info on buying and
business habits
Student & teacher
information
Water quality, Tree planting
Criminal intelligence
data
Education & Awareness (provide information)
Access to market prices,
weather, literacy
Medical reminders
Arrival of emergency
supplies
Availability & usage of online mobile banking
Availability & usage of online
educational materials
WASH education messages
Awareness of local
events/issues
Communication & Training (multi way dialogue)
Field agents capacity
Health worker capacity
Alert & co-ord. systems, Online bulletin boards
Customized ATM machines
Teacher training, online
educational communities
WASH trainingElection
participation / results
Analysis & Reporting
Crop levels, Hunger and malnutrition
analysis
Patient adherence
analysis
Threat and risk mapping analysis
Mobile portfolio management
Education information & management
Sustainable energy, Carbon
offset
Security monitoring
Tracking (e.g., geographic information)
Plant varieties, plant diseases, food distribution
Epidemics, Medical supply
distribution
Disaster assessments, Supply chain
Tracking customer base
School locations,
distribution of school
supplies
Geospatial mapping
Peace Incidents
Remote Services Plant diseasesPatient
diagnostics
Reunification, Finding job
opportunities
Money transfer, Banking services
Diet lectoring certificates
Infrastructure and diagnosis
Early warning
….
1.So far, ad-hoc, and small scale
2.Not equipped internally: knowledge and expertise
3.Momentum of current structures, staffing, ways of working
4.Challenge in planning and financing investments in use of ICT
5.ICT assumptions re role/legitimacy of iNGOs
Five challenges
1. Getting in Shape? … How to make a large international NGO be more than the sum of the parts?
2. Good at what? .. The Core Competences of an international NGO: What are they? What do they need to be?
3. Evolving structures of international NGOs … is there a right answer?
4. Reinventing the international NGO through new technology possibilities (ICT4D)
1. Strategic planning for large international development and relief agencies: Reflections and Perspectives
2. Integrated planning, performance and accountability for large international NGOs (Draft)
3. What does all this mean?
Greater than the “Sum of the parts”?
Building a Better International NGO“Greater than the Sum of the parts”
Chapter 5: Strategic Planning for international NGOs: reflections and perspectives
1.Important considerations / differences
2.Connecting with ongoing planning and management
3.Success criteria (12)
4.Illustrative approach & project structure
5.Variations and permutations
6.Frequently asked questions
Chapter 5: Strategic Planning
Internal assessment – Successes – Challenges
External assessment– Trends – Challenges – Opportunities
Big strategic questions– Choices– Decisions
Strategic directions/priorities
Review/refine goals
Refine objectives
Vision Mission Values
Goal 1 Goal 2 Target groups
External-oriented goals and target groups
Objectives; External and Internal; (Balanced Scorecard/Results) Framework
Regi
Regional Plans
CountCountry Plans
Functional Plans
HR Plans
Sector Plans
Gender Plans
Objective 1
Measures and Targets
Objective 2
Measures and Targets
Objective 3
Measures and Targets
Objective 4
Measures and Targets
Strategic Initiatives
Strategic reviews and the ongoing planning framework
Financial planning / Budget cycle
On
goin
g p
lan
nin
g,
man
ag
em
en
t, a
nd
accou
nta
bilit
y p
rocess
Components of ongoing planning framework Strategic review
(One-off exercise)
1. Getting in Shape? … How to make a large international NGO be more than the sum of the parts?
2. Good at what? .. The Core Competences of an international NGO: What are they? What do they need to be?
3. Evolving structures of international NGOs … is there a right answer?
4. Reinventing the international NGO through new technology possibilities (ICT4D)
1. Strategic planning for large international development and relief agencies: Reflections and Perspectives
2. Integrated planning, performance and accountability for large international NGOs (Draft)
3. What does all this mean?
Greater than the “Sum of the parts”?
Building a Better International NGO“Greater than the Sum of the parts”
Chapter 6: Integrated Planning and Accountability for international NGOs
Joining the dots: Integrated planning performance & accountability
Strategic Goals
Business and financial planning
Individual performance management
Integrated Planning,
Performance and Accountability
Integrated planning, performance and accountability is part of an integrated organisational system
ContextContext Strategic
Plans/Goals
Organisation Model
Leadership Styles
Operations
Integrated planning and accountability framework
EnablersEnablers Individual
Performance Management & HR
Business and financial planning
Information/data processes & systems
Integrated planning, performance and accountability
- 81 -
Exhibit 6.8 - Common implementation challenges
ContextContext• Strategic Goals
& Priorities
• Organization Model / Peculiarities
• Leadership Culture & Styles
Operations
Integrated Planning and Accountability
EnablerEnablerss
• Individual Performance Management
• Business & Financial planning
• Information & Systems
Fragmented planning and budgeting processes across the agency
Strategic Plan not translated to tangible goals and metrics
Line of sight / command and control style of leadership
Leaders desire to maintain flexibility at the helm
Financial budgeting not really connected to strategic planning
Fragmented financial and HR systems
Mindset of “dual citizenship” not embraced
Misalignment on what a “good program” looks like
Organisation model no longer equipped to deal with breath, scale and complexity
Lack of consistent, international approach and process (National & International staff)
Variability in terms of professional, positive coaching leadership style
Fragmented IT landscape
Little serious focus on talent management
Processes
Balanced Scorecards
Roles
Guideline Behaviours
1.A set of consistent, cascading scorecards for all parts of agency
2.Clear processes for planning, target setting and monitoring
3.Clearly defined roles
4.Clear guidelines around behaviours around the planning and accountability process
… All grounded in strategy & context
… And tied in to key enabling processes and systems
Planning, performance management and accountability …… What does it really mean?
1. Getting in Shape? … How to make a large international NGO be more than the sum of the parts?
2. Good at what? .. The Core Competences of an international NGO: What are they? What do they need to be?
3. Evolving structures of international NGOs … is there a right answer?
4. Reinventing the international NGO through new technology possibilities (ICT4D)
1. Strategic planning for large international development and relief agencies: Reflections and Perspectives
2. Integrated planning, performance and accountability for large international NGOs (Draft)
3. What does all this mean?
Greater than the “Sum of the parts”?
Building a Better International NGO“Greater than the Sum of the parts”
Chapter 7: What does all this mean?
Exhibit 6.7 – Interrelated dimensions of progress
Integrated planning & accountability
Org Model/
Structure
“Theory of
Change”
Governance Boards, & Decision Making
Leadership style,
behaviour, capacity
Journey towards a more effective international organisation
Sequencing change …
International Structure
Management / Leadership skills and behaviours
Planning and management disciplines
Strength Maturity of enabling Processes & Systems
External partner / Stakeholders expectations
Scale, quality and sophistication of programmes
Exhibit 3.5 - Changing emphasis; executive management & leadership
1. Direction setting / strategizing
2. Responding to major external trends / discontinuities
3. Planning and managing future organisational performance
4. Establishing joint ventures, alliances and partnerships
5. Communication, keeping organisation aligned, in sight of big picture
6. Motivating, encouraging, coaching
7. Compliance / adherence to policy, standards and guidelines
8. External stakeholder engagement (donors, government)
9. Dealing with new/unexpected micro events
10. Decision control, keeping on top of day to day operations
Setting Direction
Building
Supporting
Doing
(Day to Day)
More
More
More
More
More
More
Less
More
Much Less
Much Less
Future
How do you see the emphasis of leadership needing to change for agency over the next 5+ years ?
…. Culture eats strategy for breakfast !!
… People care what you know when they know that you care !!
…. If want to go quickly, walk alone; if you want to go far, walk together!!
Leadership behaviours and focus
1. Articulating case for change and what the shift means in practical terms..
2. Lessons / success factors from previous change programs
3. Front line considerations/ testing / refinement
4. The agency context / style (social styles)
5. Leadership behaviours ? Change in emphasis?
6. Pace of change/Sequencing change ..• {Plan Plan – Change – Fix /Backfill}
7. Risks and responses
8. Communications (Internal & External)
9. Accountability framework
10.Change mechanics
Leading change - topics
1. Growth & Opportunity in sub-saharian Africa – Growth in Sub-saharian Africa 6 to 7% over past decade + (c.f. <2% developed world) XX
– Not just resources ( 3 fastest growing countries in Africa ( Rwanda, Uganda, Mozambique) XX
– Young and growing population, desperate for everything, emerging middle class
– Governance far from perfect but step by step …..
– Resource rich, and still broadly unexplored from an oil and mineral perspective
– Africa is less been seen as a convenient practice ground between socialism and capitalism as it was for several decades; or a frontier in the struggle between Christianity and islam …
– Appreciation gradually that interconnected success at global level – suppliers, workforce, customers
2. Governance & Democracy is gradually gradually – Frequency of quasi normal elections
– Gradually strengthening institutions
– Corruption - Hullabulloo re the missing millions in Uganda …. John Marcel - Our turn to eat; Kibaki … Crowding out corruption through strong institutions and norms
3. New venues / new opportunities – Private sector interest in developing world (investment, jobs, growth)
– Internet and new technology (# of mobile phones in Africa c.f. bank accounts) X• Opportunity to leapfrog due to necessity
– Even poor countries have lot of offer to global economy
– Enterprise & trade within Africa ( EU 60%; US 40%; Africa 11%) .. Traidlinks
4. Serious attempts to understand how change happens at a fundamental level – Less of poverty and benefiiciaries; to understand complex social, political and economic sub systems and working out how to intervene;
– or better still get out of the way of progress through EU regressive protective policies around agriculture and fishing
– Or in emergency – hand out cash instead of dumping food …. Took a long time to appreciate that famine often not by shortage of food but of getting it to the places it was needed
Much good news in development landscape
.. But all is not rosy ..
1. Very delicate balance (Snakes and Ladders) 1. Countries slipping back as well as moving forward – need most support on transition
2. South Africa – growth predicted at less than 2% when quadriple that required to make progress
3. Running to stand still – Uganda growing at 6% but population even faster so standing still
4. Enormous inequality where there is growth – South Africa, Brazil, China, India – Highly unstable
2. Geo political tensions and challenges are higher than ever – Libya, Iraq, Central Africa Republic; Al Shabab and Kenya and Uganda; Sekaku islands – no fly zone in South China Sea
– In developing world Stability to Stability is a high risk journey – Inequality for rapidly growing countries
– Much of new challenges cyber policing or carbon emissions demand collective responsibility at a global level (Global carbon tax)
– Know that shift in economic and political power (Economic/moral/political leadership) • US peaked as % of Global GDP in 1985 (33%); China then 5%; Now 19% and 15% respectively
– Private sector means too often big corporates – good but only pat of game
– Different components ( Government, Infrastructure, capital, mindset of individuals/local businesses)
3. Journey form stability to stability is long and troublesome 1. Inequality & injustice
2. Leadership, institutions, corruption
4. Poverty landscape is more complex 1. Huge pockets of poverty in middle income countries (Nigeria, India, South Africa ..)
2. Lexington Market v Kibera estate
5. Oil & Mineral resources has the opportunity to wreck the African continent – Nigeria – industries getting wiped out by petro dollars ( resentment / jobs / instability
– Good governance, strong leadership, strong institutions, long term planning discipline … No chance
– Leave the resources where they are fro another years – or do a direct swap between pieces and physical infrastructure (China)
.. INGOs And in respect to Ingos ?
1. INGOs are not universally popular or welcomed by host government / institutions– Build up of resentment (Dr Frank Segwawa- UIA)
– Aid breaking the contract between a government and its people - get in the way ( of course may help in short term)
– How to become positive (more welcomed) agents of change!
– Too many diverse voices and please to have much impact on policy ..
2. Innovation not breathtaking! – Culture of risk avoidance / fear of failure
– Organisational inetria! ( disruptive technologies)
– Nor equipped to join the dots and pursue scale approaches
– Woburn ( Duchess course ) .. Those pine trees
– So many talented people worn down and playing safe ..
3. Results agenda! – but still too much of measuring detailed nonsense – Donors, Governments looking for simple answer; linear; simplistic - This will result in that! Nonsense: INGOs have a duty of honesty/education - Instead
of applying the best brains to understand as best we can the social, political and economic systems and how whatever help or intervention can help ( at least do no harm)
– Too much thinking of measurement – not enough time thinking, learning, doing
4. Missing the “green space” ,, – Development efforts too shy of enterprise, trade and profit; cultivating and nourishing enterprise to develop is not being addressed
– Private sector means too often big corporates – good but only pat of game
– Different components ( Government, Infrastructure, capital, mindset of individuals/local businesses)
5. Efforts by the iNGOS to get act together taking too long – within their own organisations and across the sector is taking too long!
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Different folk to bring on board …..Social styles model …
Ask Tell
Controlled
Emotive
Underneath the flywheel, looking to drive change along many dimensions ..
Enterprise Capacity
Infl
ue
nc
ers
Le
ve
rag
e
Supporting trade and enterprise in Africa to Accelerate pro-poor growth
Awareness
Leadership/ Entrepreneurship
Knowledge & Skills
Attitudes, perceptions and beliefs
Standards & Reliability
Financial strength
Education
Infrastructure
National Strategies & Plans
Institutional capacity
Political will
Policies/Regulation & Incentives
Private Sector Participation
Private investment
Resources to communities
Public funding
Capital access
Market access
Business practices
Partnerships Public/Community
Will
Smart Aid
Individual Capacity
Build the capacity of existing, and emerging Cooperatives, farmers groups and commercial farmers in the Albertine (A1)
Awareness
Leadership/ Entrepreneurship
Knowledge & Skills
Attitudes, perceptions and beliefs
Standards & Reliability
Financial strength Market access
Business practices
Enterprise Capacity
Infl
uen
cer
s L
everage
Supporting trade and enterprise in Africa to Accelerate pro-poor growth
National Strategies & Plans
Institutional capacity
Political will
Policies/Regulation & Incentives
Private Sector Participation
Private investment
Resources to communities
Public funding
Capital access
7
14
8
2
5 6
1
Partnerships
9
10
4
3
13
12
Smart Aid
Individual Capacity
Education
Infrastructure
Public/Community Will 11