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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 ….

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Building a better international ngo greater than the sum of the parts

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 ..




Less a political idealogical religious football
Less a political/ idealogical/ religious football


Some good news in development landscape
Some good news in development landscape

  • Growth & Opportunity - Africa

  • Less a political/religious football pitch

  • Governance & Democracy … gradually …



Some good news in development landscape1
Some good news in development landscape

  • Growth & Opportunity - Africa

  • Less a political/religious football pitch

  • Governance & Democracy … gradually …

  • Unexploited resources


Some good news in development landscape2
Some good news in development landscape

  • Growth & Opportunity - Africa

  • Less a political/religious football pitch

  • Governance & Democracy … gradually …

  • Unexploited resources

  • Private sector investment (FDI)


Annual fdi inflows in uganda million us 1990 2009
Annual FDI Inflows in Uganda (million US $), 1990 - 2009

Source: UNCTAD, World Investment Reports


Some good news in development landscape3
Some good news in development landscape

  • Growth & Opportunity - Africa

  • Less a political/religious football pitch

  • Governance & Democracy … gradually …

  • Unexploited resources

  • Private sector

  • Internet / ICT


Penetration of mobile cellular and internet
Penetration of mobile cellular and internet

Mobile cellular subscriptions by level of development, 1998 - 2009

Internet users by level of development, 1998 - 2009

Note: * Estimates.

Source: ITU World Telecommunication/ ICT Indicators database

Source: UN International Telecommunication Union (ITU); ‘Measuring the Information Society Report’ 2010, 23rd February 2010


Fast growing cellphone footprint
Fast growing cellphone footprint ..

Source: Africa Infrastructure Country Diagnostic



Some good news in development landscape4
Some good news in development landscape

  • Growth & Opportunity - Africa

  • Less a political/religious football pitch

  • Governance & Democracy … gradually …

  • Unexploited resources

  • Private sector

  • Internet / ICT

  • More thoughtful aid


Flow …

  • Development progress - Good news ..

  • But!! .. All not rosy ..


But all is not rosy
.. But all is not rosy ..

  • Very delicate balance (Snakes and Ladders)




But all is not rosy1
.. But all is not rosy ..

  • Very delicate balance (Snakes and Ladders)

  • Journey from stability to stability is long and risky

  • Poverty landscape is more complex



But all is not rosy2
.. But all is not rosy ..

  • Very delicate balance (Snakes and Ladders)

  • Journey from stability to stability is long and risky

  • Poverty landscape is more complex

  • Oil & Mineral resources has the opportunity to wreck the African continent




Flow …

  • Development progress - Good news ..

  • But!! .. All not rosy ..

  • Challenges facing international NGOs


Question marks ingo point of inflection
.. Question marks?  iNGO - Point of inflection?

  • Welcomed ? Cumulative resentment?

  • Contribution being challenged: Results agenda!



Question marks ingo point of inflection1
.. 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 ?



  • Question marks ingo point of inflection2
    .. 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
    Green space” ..


    Economic flywheel of developing economies
    Economic flywheel of developing economies ,,

    Infrastructure

    Institutional Capacity Building

    Enterprise Development and Expansion

    Agricultural

    Value Chain

    Education

    Aid

    FDI

    Trade

    Technology (ICT)

    Oil Revenues

    National Content

    Health

    Housing


    Question marks ingo point of inflection3
    .. 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!!


  • Flow …

    • Development progress - Good news ..

    • But!! .. All not rosy ..

    • Challenges facing international NGOs

    • Book is trying to say ..


    Key messages from the book
    Key messages from the book

    • Step change not optional: > overdue!!

      • Organisational model/capacity; focus & positioning +

      • Either Greater than the sum of parts or ???


    Why typical drivers
    Why? Typical drivers

    Strategy

    Donors

    • New Strategy: Translating strategy into decisions and focus: Growth

    • Donor expectations ( e.g. major grants)

    • Funding return on Investment/growth

    • Programme Quality/Impact

    • Alignment on“Theory of Change”& programmatic approach & M&E

    • Programme learning & knowledge management

    • Innovation and scaling

    • Ability to act across borders/regionally/globally

    • Footprint rationalisation

    • High performance/inspiring environment for talent

    • Clarity/Duplication/Efficiency: Roles & Responsibility

    • Decision making: Optimisation of resources/expertise/investment

    • Agility/Flexibility: Use of resources/expertise/investment

    • Regional Structure/Regional Offices/

    • North-South Power – Rebalancing

    • Joined up Planning, performance management and accountability

    • Harmonising/strengthening enabling processes / systems/ functions

    • Long term Legitimacy & Relevance

    • Reputation/Global Coherence/Risk

    Programme Quality/ Consistency /

    Learning

    Organisational performance

    Green Peace

    LTO

    SOS Villages


    Key messages from the book1
    Key messages from the book

    • Step change not optional: > overdue!!

      • Organisational model/capacity; focus & positioning +

      • Either Greater than the sum of parts or ???

  • Interlinked set of changes


  • Exhibit 6 7 interrelated dimensions of progress
    Exhibit 6.7 – Interrelated dimensions of progress

    Governance Boards, & Decision Making

    Donor pressures, preferences

    Org Model/ Structure

    Leadership style, behaviour, capacity

    Global processes and systems

    Integrated planning & accountability

    “Theory of Change”


    Key messages from the book2
    Key messages from the book

    • Step change not optional: > overdue!!

      • Organisational model/capacity; focus & positioning +

      • Either Greater than the sum of parts or ???

  • Interlinked set of changes

  • Credible at global and local levels

  • Theory of Change – centre stage

  • New opportunities: ICT4D: Green space +

  • Efficient & Effective, YES … but seek BREAKTHROUGHS!!


  • Greater than the sum of the parts
    Greater than the “Sum of the parts”?

    • Getting in Shape? … How to make a large international NGO be more than the sum of the parts?

    • Good at what? .. The Core Competences of an international NGO: What are they? What do they need to be?

    • Evolving structuresof international NGOs … is there a right answer?

    • Reinventing the international NGO through new technology possibilities (ICT4D)

    • Strategic planning for large international development and relief agencies: Reflections and Perspectives

    • Integrated planning, performance and accountability for large international NGOs (Draft)

    • What does all this mean?


    Building a better international ngo greater than the sum of the parts chapter 1 getting in shape

    Building a Better International NGO“Greater than the Sum of the parts”Chapter 1: Getting in Shape


    The problem frequent criticisms
    The problem … frequent criticisms

    • Decision making is too slow and consensual

    • Inefficiency or duplication across different parts of the organisation

    • Disjointed ways of working, disjointed processes, disjointed decisions, disjointed initiatives

    • Over protective of local node of organisation, unable to see the bigger picture of the whole ..

    • Headquarters make decisions without understanding the realities of work in the field ..

    • Leadership behaviors are not always a shining example: criticisms re humility, respect, management discipline

    • Not making as much impact as we could or should …


    Exhibit 1 7 generic decision making framework
    Exhibit 1.7 – Generic decision making framework

    Centre of gravity of decision making

    The organisation levels involved

    HEADQUARTERS

    REGION

    BUSINESS UNIT

    PRODUCT/

    LINE OF BUS.

    HQ/Secretariat

    Lead Entity/s

    Prog. Country

    Predominantly funding entity

    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

    CRAFT

    STRATEGY

    BUILD

    THE

    BUSINESS

    SUPPORT

    OPS

    RUN

    OPS


    Exhibit 1 8 profile for a generic ngo
    Exhibit 1.8 – Profile for a generic NGO

    Centre of gravity of decision making

    The organisation levels involved

    BUSINESS UNIT

    HEADQUARTERS

    REGION

    PRODUCT/

    LINE OF BUS.

    HQ/Secretariat

    Lead Entity/s

    Prog. Country

    Predominantly funding entity

    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

    CRAFT

    STRATEGY

    BUILD

    THE

    BUSINESS

    SUPPORT

    OPS

    f)

    RUN

    OPS

    e) Weak Product / LOB dimension

    b) Vertical fracture

    d) Regions “caught in middle”


    Decision making
    Decision making ….

    • Where to invest non-restricted income?

    • Which kinds of opportunities to pursue/ invest? Go/No Go?

    • What geographical footprint to invest in ?

    • What donor relationships to invest in ?

    • How to maximise the contribution of scarce talent/expertise across the organisation?

    • Who to promote? Select for key roles?

    • How and where to grow talent and expertise for the future?

    • What new talent to bring on board and nurture?

    • Where to force consistency? .. Or leave to local discretion?

      + + +



    Greater than the sum of the parts1
    Greater than the “Sum of the parts”?

    • Getting in Shape? … How to make a large international NGO be more than the sum of the parts?

    • Good at what? .. The Core Competences of an international NGO: What are they? What do they need to be?

    • Evolving structuresof international NGOs … is there a right answer?

    • Reinventing the international NGO through new technology possibilities (ICT4D)

    • Strategic planning for large international development and relief agencies: Reflections and Perspectives

    • Integrated planning, performance and accountability for large international NGOs (Draft)

    • What does all this mean?


    Building a Better International NGO“Greater than the Sum of the parts”Chapter 2: Good at what? Core Competencies of international NGOs


    Chapter 2 good at what core competencies
    Chapter 2: Good at What? Core competencies ..

    • Why a rethink?

    • The idea of core competencies

    • Core competencies of international NGOs ?

      • Now?

      • In the future?


    Why a rethink
    Why a rethink ?

    • Ongoing shift in development thinking

    • Evidence of sustainable impact

    • Involvement of private sector

    • New types of organisations ( for profit and not for profit)

    • New areas of need

    • Waves of new technological possibilities


    Exhibit 2 1 the roots of competitiveness
    Exhibit 2.1 - The roots of competitiveness ..

    End Products

    1

    2

    3

    1

    2

    3

    1

    2

    3

    Business 1

    Business 2

    Business 3

    “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.

    Core Product 1

    Core Product 2

    Competence 1

    Competence 2

    Capability Building Block 1

    Capability Building Block 2

    Capability Building Block 3

    Capability Building Block 4

    Capability Building Block 5


    Greater than the sum of the parts2
    Greater than the “Sum of the parts”?

    • Getting in Shape? … How to make a large international NGO be more than the sum of the parts?

    • Good at what? .. The Core Competences of an international NGO: What are they? What do they need to be?

    • Evolving structuresof international NGOs … is there a right answer?

    • Reinventing the international NGO through new technology possibilities (ICT4D)

    • Strategic planning for large international development and relief agencies: Reflections and Perspectives

    • Integrated planning, performance and accountability for large international NGOs (Draft)

    • What does all this mean?


    Building a Better International NGO“Greater than the Sum of the parts”Chapter 3: Evolving Structures; ….. Is there a right answer?



    What it means to front line staff
    What it means to front line staff? ….

    Organisational Goals Priorities

    Agency Policies

    What my boss really prefers ?

    Personal Objectives

    War stories … Past failures & successes

    Personal comfort level - Skills / expertise

    Easier with current systems and processes …

    What peers say ..

    What I really believe is right thing to do?

    Culture of avoiding risk …


    What does matrix management really mean
    What does matrix management really mean ?

    • For the individual ? .. Career development ?

    • Individual performance management?

    • For planning & accountability?

    • For decision making ?

    • For knowledge management ?


    A view
    A view ….

    Or have a more up to date organisation to deal with the complexity ……

    Either simplify the range of domains and geographies ……

    OR ..

    Management / Leadership skills and behaviours

    Planning and management disciplines

    Strength Maturity of enabling Processes & Systems


    Organisational glue
    Organisational glue …

    • 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

    • 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


    What are we really after in simple terms
    What are “we” really after .. In simple terms ?

    • … Do best programmes we know how, everywhere, all of the time

      … continuously sharing best thinking, learning and stretching

    • … 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

    • … Stimulating, motivating, high performance environment

      … opportunity for career development and stretch for all capable staff

    • … Processes and systems, fit for purpose, affordable

    • … Good partner for outside organisations ( consistent, professional, focused)


    Greater than the sum of the parts3
    Greater than the “Sum of the parts”?

    • Getting in Shape? … How to make a large international NGO be more than the sum of the parts?

    • Good at what? .. The Core Competences of an international NGO: What are they? What do they need to be?

    • Evolving structuresof international NGOs … is there a right answer?

    • Reinventing the international NGO through new technology possibilities (ICT4D)

    • Strategic planning for large international development and relief agencies: Reflections and Perspectives

    • Integrated planning, performance and accountability for large international NGOs (Draft)

    • What does all this mean?


    Greater than the sum of the parts4
    Greater than the “Sum of the parts”?

    • Getting in Shape? … How to make a large international NGO be more than the sum of the parts?

    • Good at what? .. The Core Competences of an international NGO: What are they? What do they need to be?

    • Evolving structuresof international NGOs … is there a right answer?

    • Reinventing the international NGO through new technology possibilities (ICT4D)

    • Strategic planning for large international development and relief agencies: Reflections and Perspectives

    • Integrated planning, performance and accountability for large international NGOs (Draft)

    • What does all this mean?


    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 ..


    Chapter 4 ict for development
    Chapter 4: ICT for Development

    • A wave of tremendous opportunity

    • Five key challenges for iNGOs

    • Making opportunities count

    • Disruptive technologies

    • Structure variants:

      • Characteristics

      • Pros and cons


    Exhibit 4 1 penetration of mobile cellular and internet
    Exhibit 4.1 - Penetration of mobile cellular and internet

    Mobile cellular subscriptions by level of development, 1998 - 2009

    Internet users by level of development, 1998 - 2009

    Note: * Estimates.

    Source: ITU World Telecommunication/ ICT Indicators database

    Source: UN International Telecommunication Union (ITU); ‘Measuring the Information Society Report’ 2010, 23rd February 2010



    Five challenges
    Five challenges

    ….

    • So far, ad-hoc, and small scale

    • Not equipped internally: knowledge and expertise

    • Momentum of current structures, staffing, ways of working

    • Challenge in planning and financing investments in use of ICT

    • ICT  assumptions re role/legitimacy of iNGOs


    Greater than the sum of the parts5
    Greater than the “Sum of the parts”?

    • Getting in Shape? … How to make a large international NGO be more than the sum of the parts?

    • Good at what? .. The Core Competences of an international NGO: What are they? What do they need to be?

    • Evolving structuresof international NGOs … is there a right answer?

    • Reinventing the international NGO through new technology possibilities (ICT4D)

    • Strategic planning for large international development and relief agencies: Reflections and Perspectives

    • Integrated planning, performance and accountability for large international NGOs (Draft)

    • What does all this mean?


    Building a Better International NGO“Greater than the Sum of the parts”Chapter 5: Strategic Planning for international NGOs: reflections and perspectives


    Chapter 5 strategic planning
    Chapter 5: Strategic Planning

    • Important considerations / differences

    • Connecting with ongoing planning and management

    • Success criteria (12)

    • Illustrative approach & project structure

    • Variations and permutations

    • Frequently asked questions


    Strategic reviews and the ongoing planning framework

    Components of ongoing planning framework

    Strategic review

    (One-off exercise)

    Vision

    Mission

    Values

    • Internal assessment

      • Successes

      • Challenges

    • External assessment

      • Trends

      • Challenges

      • Opportunities

    • Big strategic questions

      • Choices

      • Decisions

    • Strategic directions/priorities

    • Review/refine goals

    • Refine objectives

    External-oriented goals and target groups

    Target groups

    Goal 1

    Goal 2

    Objectives; External and Internal; (Balanced Scorecard/Results) Framework

    Objective 1

    Measures and Targets

    Objective 2

    Measures and Targets

    Objective 3

    Measures and Targets

    Objective 4

    Measures and Targets

    Ongoing planning, management, and accountability process

    Regional Plans

    Sector Plans

    Functional Plans

    Regi

    Country Plans

    Gender Plans

    HR Plans

    Count

    Strategic Initiatives

    Financial planning / Budget cycle


    Greater than the sum of the parts6
    Greater than the “Sum of the parts”?

    • Getting in Shape? … How to make a large international NGO be more than the sum of the parts?

    • Good at what? .. The Core Competences of an international NGO: What are they? What do they need to be?

    • Evolving structuresof international NGOs … is there a right answer?

    • Reinventing the international NGO through new technology possibilities (ICT4D)

    • Strategic planning for large international development and relief agencies: Reflections and Perspectives

    • Integrated planning, performance and accountability for large international NGOs (Draft)

    • What does all this mean?


    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
    Joining the dots: Integrated planning performance & accountability

    Strategic Goals

    Integrated Planning, Performance and Accountability

    Individual performance management

    Business and financial planning


    Integrated planning performance and accountability is part of an integrated organisational system
    Integrated planning, performance and accountability is part of an integrated organisational system

    Integrated planning and accountability framework

    • Context

    • Strategic Plans/Goals

    • Organisation Model

    • Leadership Styles

    • Enablers

    • Individual Performance Management & HR

    • Business and financial planning

    • Information/data processes & systems

    Integrated planning, performance and accountability

    Operations


    Exhibit 6 8 common implementation challenges
    Exhibit 6.8 - Common implementation challenges of an integrated organisational system

    Lack of consistent, international approach and process (National & International staff)

    Strategic Plan not translated to tangible goals and metrics

    Integrated Planning and Accountability

    • Enablers

    • Individual Performance Management

    • Business & Financial planning

    • Information & Systems

    • Context

    • Strategic Goals & Priorities

    • Organization Model / Peculiarities

    • Leadership Culture & Styles

    Organisation model no longer equipped to deal with breath, scale and complexity

    Little serious focus on talent management

    Balanced Scorecards

    Fragmented planning and budgeting processes across the agency

    Roles

    Mindset of “dual citizenship” not embraced

    Processes

    Guideline Behaviours

    Line of sight / command and control style of leadership

    Financial budgeting not really connected to strategic planning

    Operations

    Fragmented financial and HR systems

    Variability in terms of professional, positive coaching leadership style

    Leaders desire to maintain flexibility at the helm

    Misalignment on what a “good program” looks like

    Fragmented IT landscape


    Planning performance management and accountability what does it really mean
    Planning, performance management and accountability …… What does it really mean?

    • A set of consistent, cascading scorecards for all parts of agency

    • Clear processes for planning, target setting and monitoring

    • Clearly defined roles

    • Clear guidelines around behaviours around the planning and accountability process

      … All grounded in strategy & context

      … And tied in to key enabling processes and systems


    Greater than the sum of the parts7
    Greater than the What does it really mean? “Sum of the parts”?

    • Getting in Shape? … How to make a large international NGO be more than the sum of the parts?

    • Good at what? .. The Core Competences of an international NGO: What are they? What do they need to be?

    • Evolving structuresof international NGOs … is there a right answer?

    • Reinventing the international NGO through new technology possibilities (ICT4D)

    • Strategic planning for large international development and relief agencies: Reflections and Perspectives

    • Integrated planning, performance and accountability for large international NGOs (Draft)

    • What does all this mean?


    Building a What does it really mean? Better International NGO“Greater than the Sum of the parts”Chapter 7: What does all this mean?


    Exhibit 6 7 interrelated dimensions of progress1
    Exhibit 6.7 – Interrelated dimensions of progress What does it really mean?

    Governance Boards, & Decision Making

    Donor pressures, preferences

    Org Model/ Structure

    Leadership style, behaviour, capacity

    Global processes and systems

    Integrated planning & accountability

    “Theory of Change”


    Sequencing change
    Sequencing change … What does it really mean?

    International Structure

    Management / Leadership skills and behaviours

    Planning and management disciplines

    Strength Maturity of enabling Processes & Systems

    Scale, quality and sophistication of programmes

    External partner / Stakeholders expectations


    Exhibit 3 5 changing emphasis executive management leadership
    Exhibit 3.5 - Changing emphasis; executive management & leadership

    Future

    Setting Direction

    • Direction setting / strategizing

    • Responding to major external trends / discontinuities

    • Planning and managing future organisational performance

    • Establishing joint ventures, alliances and partnerships

    • Communication, keeping organisation aligned, in sight of big picture

    • Motivating, encouraging, coaching

    • Compliance / adherence to policy, standards and guidelines

    • External stakeholder engagement (donors, government)

    • Dealing with new/unexpected micro events

    • Decision control, keeping on top of day to day operations

    More

    More

    More

    More

    More

    More

    Less

    More

    Much Less

    Much Less

    Building

    Supporting

    Doing

    (Day to Day)


    Leadership behaviours and focus
    Leadership behaviours and focus leadership

    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!!


    Leading change topics
    Leading change - topics leadership

    • Articulating case for change and what the shift means in practical terms..

    • Lessons / success factors from previous change programs

    • Front line considerations/ testing / refinement

    • The agency context / style (social styles)

    • Leadership behaviours ? Change in emphasis?

    • Pace of change/Sequencing change ..

      • {Plan Plan – Change – Fix /Backfill}

  • Risks and responses

  • Communications (Internal & External)

  • Accountability framework

  • Change mechanics


  • Much good news in development landscape
    Much good news in development landscape leadership

    • 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

  • 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

  • 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

  • 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


  • But all is not rosy3
    .. But all is not rosy .. leadership

    • Very delicate balance (Snakes and Ladders)

      • Countries slipping back as well as moving forward – need most support on transition

      • South Africa – growth predicted at less than 2% when quadriple that required to make progress

      • Running to stand still – Uganda growing at 6% but population even faster so standing still

      • Enormous inequality where there is growth – South Africa, Brazil, China, India – Highly unstable

  • 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)

  • Journey form stability to stability is long and troublesome

    • Inequality & injustice

    • Leadership, institutions, corruption

  • Poverty landscape is more complex

    • Huge pockets of poverty in middle income countries (Nigeria, India, South Africa ..)

    • Lexington Market v Kibera estate

  • 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
    .. INGOs And in respect to Ingos ? leadership

    • 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 ..

  • 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 ..

  • 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

  • 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)

  • Efforts by the iNGOS to get act together taking too long

    • within their own organisations and across the sector is taking too long!



  • Underneath the flywheel looking to drive change along many dimensions
    Underneath the flywheel, looking to drive change along many dimensions ..

    Supporting trade and enterprise in Africa to Accelerate pro-poor growth

    Capital access

    Political will

    Enterprise

    Capacity

    National Strategies & Plans

    Public funding

    Market access

    Financial strength

    Institutional capacity

    Smart Aid

    Leverage

    Business practices

    Standards & Reliability

    Policies/Regulation & Incentives

    Resources to communities

    Influencers

    Public/Community Will

    Partnerships

    Leadership/ Entrepreneurship

    Knowledge & Skills

    Education

    Private investment

    Awareness

    Attitudes, perceptions and beliefs

    Infrastructure

    Private Sector Participation

    Individual Capacity


    Build the capacity of existing, and emerging Cooperatives, farmers groups and commercial farmers in the Albertine (A1)

    Supporting trade and enterprise in Africa to Accelerate pro-poor growth

    14

    Political will

    Capital access

    Enterprise

    Capacity

    National Strategies & Plans

    Public funding

    4

    1

    Market access

    Financial strength

    Smart Aid

    Institutional capacity

    9

    3

    2

    Business practices

    Standards & Reliability

    Leverage

    Resources to communities

    Policies/Regulation & Incentives

    Influencers

    10

    Public/Community Will

    Partnerships

    7

    8

    Leadership/ Entrepreneurship

    Knowledge & Skills

    11

    12

    Education

    Private investment

    5

    6

    Awareness

    Attitudes, perceptions and beliefs

    13

    Infrastructure

    Individual Capacity

    Private Sector Participation


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