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 …
Less a
political/
idealogical/
religious
football
Some good news in development landscape
1. Growth & Opportunity - Africa
2. Less a political/religious football pitch
3. Governance & Democracy … gradually …
Reduction on poverty levels
Some good news in development landscape
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)
Annual FDI Inflows in Uganda (million US $), 1990 - 2009
900
800
700
600
500
400
300
200
100
0
1990
1991
1992
1993
1994
-100
Source: UNCTAD, World Investment Reports
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
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
6. Internet / ICT
Penetration of mobile cellular and internet
Mobile cellular subscriptions by level of
development, 1998 - 2009
Note:
Source:
Internet users by level of development,
1998 - 2009
* Estimates.
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 ..
Source: Africa Infrastructure Country Diagnostic
Very rapid growth of broadband ..
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
6. Internet / ICT
7. More thoughtful aid
Flow …
 Development progress - Good news ..
 But!! .. All not rosy ..
.. 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
o
o
o
o
Revenues from Oil and gas are split
between savings (for future needs),
important social sectors, and significant
investment to stimulate economic growth.
High Local and National Content drives
employment, increases standards and
spins off to other sectors
Government bodies are strengthened and
respond to growth challenges
The economy grows with poor people
participating in that growth.
Pessimistic Scenario
o
o
o
o
o
o
o
Revenues squandered. No savings for
future development.
Revenue from Oil and Gas, fuels ever
more corruption
Government bodies weaken as little
incentive to improve with oil revenue
replacing aid dependency
Little or no investment in economic
sectors
Minimal local content creates no new
growth
Dependence on imported goods grows,
indigenous businesses undermined
Increasing inequality, jobs for the few,
leading to riots and civil strife
.. Blessing
….or Curse !!
Optimistic Scenario
o
o
o
o
Revenues from Oil and gas are split between
savings (for future needs), important social
sectors, and significant investment to stimulate
economic growth.
High Local and National Content drives
employment, increases standards and spins off to
other sectors
Government bodies are strengthened and respond
to growth challenges
The economy grows with poor people
participating in that growth.
Pessimistic Scenario
o
o
o
o
o
o
o
Revenues squandered. No savings for future
development.
Revenue from Oil and Gas, fuels ever more
corruption
Government bodies weaken as little incentive to
improve with oil revenue replacing aid dependency
Little or no investment in economic sectors
Minimal local content creates no new growth
Dependence on imported goods grows, indigenous
businesses undermined
Increasing inequality, jobs for the few, leading to riots
and civil strife
Flow …
 Development progress - Good news ..
 But!! .. All not rosy ..
 Challenges facing international
NGOs
.. 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 ,,
Infrastructure
Institutional
Capacity
Building
Enterprise
Development
and Expansion
Education
Aid
FDI
Trade
Technology (ICT)
Oil Revenues
National Content
Health
Agricultural
Value Chain
Housing
.. 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
1. Step change not optional: > overdue!!
• Organisational model/capacity; focus & positioning +
• Either Greater than the sum of parts or ???
Why? Typical drivers
Strategy
Donors
Programme
Quality/
Consistency /
Learning
Organisational
performance
LTO
1.
2.
3.
4.
New Strategy: Translating strategy into decisions and focus: Growth
Donor expectations ( e.g. major grants)
Funding return on Investment/growth
Programme Quality/Impact
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
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
Green Peace
Harmonising/strengthening enabling processes / systems/ functions
Long term Legitimacy & Relevance
Reputation/Global Coherence/Risk
SOS Villages
Key messages from the book
1. Step change not optional: > overdue!!
• Organisational model/capacity; focus & positioning +
• Either Greater than the sum of parts or ???
2. Interlinked set of changes
Exhibit 6.7 – Interrelated dimensions of progress
Governance
Boards, &
Decision
Making
Integrated planning
& accountability
Leadership
style,
behaviour,
capacity
Key messages from the book
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!!
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)
5. Strategic planning for large international development
and relief agencies: Reflections and Perspectives
6. Integrated planning, performance and accountability
for large international NGOs (Draft)
7. What does all this mean?
Building a Better International NGO
“Greater than the Sum of the parts”
Chapter 1: Getting in Shape
The problem … frequent criticisms
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 …
Exhibit 1.7 – Generic decision making framework
HEADQUARTERS
HQ/Secretariat
Global strategic planning
CRAFT
Country strategic planning
STRATEGY
Partnerships & Alliances
Brand development & management
New Opportunities & Business Dev
BUILD
Skills & Competence Development
THE
BUSINESS Organisat Struct. Values, Culture
HR & Individual Performance Mgmt
Finance & Procurement
IT systems
Internal & External relations / Comms
SUPPORT
OPS
Risk Management / Assurance
Knowledge Management
Bus Planning & Performance Mgmt
Marketing / Fundraising
Research
Program - Development
Program – Campaigning/Advocacy
RUN
Program – Humanitarian
OPS
Monitoring and Evaluation
Lead Entity/s
PRODUCT/
LINE OF BUS.
REGION
Centre of gravity of decision making
The organisation levels involved
BUSINESS UNIT
Prog. Country
Predominantly
funding entity
Centre of gravity of decision making
Exhibit 1.8 – Profile for a generic NGO
HEADQUARTERS
HQ/Secretariat
Lead Entity/s
PRODUCT/
LINE OF BUS.
The organisation levels involved
BUSINESS UNIT
REGION
Prog. Country
Predominantly
funding entity
Global strategic planning
CRAFT
Country strategic planning
STRATEGY
Partnerships & Alliances
Brand development & management
New Opportunities & Business Dev
BUILD
Skills & Competence Development
THE
BUSINESS Organisat Struct. Values, Culture
HR & Individual Performance Mgmt
Finance & Procurement
IT systems
Internal & External relations / Comms
SUPPORT
OPS
Risk Management / Assurance
Knowledge Management
Bus Planning & Performance Mgmt
f)
Marketing / Fundraising
Research
Program - Development
Program – Campaigning/Advocacy
RUN
Program – Humanitarian
OPS
Monitoring and Evaluation
e) Weak Product /
LOB dimension
d) Regions “caught
in middle”
b) Vertical
fracture
Decision making ….
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?
+++
Self evaluation template ..
Not hopeful !
We are
nowhere?
There is no
hope!
Core requirements &
Suggestions
We have tried, but
there are little signs
of real progress.
Some progress ...
though we are not
there yet!
1. Quality local programs with sustainable impact
Programmatic
Legitimacy
Hopeful !
2. Alignment around a ‘theory of change’
3. Ruthless clarity on ‘core competence’
4. Capacity, contribution and impact on an
international/global level
5. Mindset of dual citizenship
Operational
Maturity
6. Essential global processes aligned at a sensible
level
7. Integrated planning, performance and
accountability
8. Single, integrated global leadership team
Credible
leadership
and
governance
9. Pragmatic matrix structure
10. Virtual HQ
11. Strategic regions with interlinked contexts and
programmes
12. North-South power balance
We are there!
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)
5. Strategic planning for large international development
and relief agencies: Reflections and Perspectives
6. Integrated planning, performance and accountability
for large international NGOs (Draft)
7. 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 ..
1.Why a rethink?
2.The idea of core competencies
3.Core competencies of
international NGOs ?
–Now?
–In the future?
Why a rethink ?
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
Exhibit 2.1 - The roots of competitiveness ..
End Products
1
2
3
1
Business 1
2
3
Business 2
1
2
3
Business 3
“It is essential to make the
Core Product 1
Core Product 2
Competence 1
Competence 2
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.
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 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)
5. Strategic planning for large international development
and relief agencies: Reflections and Perspectives
6. Integrated planning, performance and accountability
for large international NGOs (Draft)
7. 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?
Some possible structural variations ..
Characteristics
A) Simple/
geographical
structure
B) Line of business /
Product
C) Matrix (many
variants)
D) Supply/demand
E) Shared services
F) Strategic MiniRegions
G) Country
Federation
Good for ..
Not so good for ..
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
What peers
say ..
Easier with
current
systems and
processes …
What I really
believe is
right thing to
do?
Culture of
avoiding risk
…
Variants
Characteristics
Good for ..
Not so good for ..
A) Simple/
geographical
structure
Simpler
Country & Region
Simple products
Young organisations
Complex environment.
Wide scope
Best practice
Standardisation
B) Line of business /
Product
Global products /
programs
Expertise
Specialisation
Local context/needs
Multi product local
solutions
C) Matrix (many
variants)
Dual citizenship
Decision making
Career development
Complex programmes/env
Integrated planning and
decision making
Use of scarce resource
Collaboration
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 requirements
Consistency
Economies of scale
Cost efficiency
Unstable requirements
Fragmented needs
Smaller scale
Less mature management
F) Strategic MiniRegions
Local clusters with similar
contexts
Economies of scale
Sharing across local
countries
G) Country
Federation
Country “independence”
and self sufficiency within
a global network
Local governance
Local identity and
independence – credible
local actor
Sharing
Standardisation
Economies of scale
Multi country programmes
What does matrix management really mean ?
1.For the individual ? .. Career development ?
2.Individual performance management?
3.For planning & accountability?
4.For decision making ?
5.For knowledge management ?
A view ….
Either simplify the
range of domains
and geographies ……
Management / Leadership
skills and behaviours
OR ..
Or have a more up
to date organisation
to deal with the
complexity ……
Planning and
management disciplines
Strength Maturity of enabling
Processes & Systems
Organisational glue …
Motivating “glue”
Enabling “glue”
•Quality programmes and
impact in the field
•Programme design standards,
guidelines and methodology
•Mission and identity
•Monitoring & Evaluation
(processes, systems and
expertise)
•Camaraderie with like-minded,
high calibre, loyal staff
•Part of international
community / civil society
•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 ?
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)
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)
5. Strategic planning for large international development
and relief agencies: Reflections and Perspectives
6. Integrated planning, performance and accountability
for large international NGOs (Draft)
7. 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)
5. Strategic planning for large international development
and relief agencies: Reflections and Perspectives
6. Integrated planning, performance and accountability
for large international NGOs (Draft)
7. 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
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
Exhibit 4.1 - Penetration of mobile cellular and internet
Mobile cellular subscriptions by level of
development, 1998 - 2009
Note:
Source:
Internet users by level of development,
1998 - 2009
* Estimates.
ITU World Telecommunication/ ICT Indicators database
Source: UN International Telecommunication Union (ITU); ‘Measuring the Information Society Report’ 2010, 23rd February 2010
Figure 4.2 - Example uses of ICT4D by sector
Program
Sector/s
Tech.
Purpose/s
Agriculture
Health
Remote Data
Collection
Seed
distribution,
Crop levels
Patient
information
Impact resulting
from emergency
Education &
Awareness
(provide
information)
Access to
market prices,
weather, literacy
Medical
reminders
Arrival of
emergency
supplies
Communication
& Training
(multi way
dialogue)
Field agents
capacity
Analysis &
Reporting
Crop levels,
Hunger and
malnutrition
analysis
Tracking (e.g.,
geographic
information)
Student &
teacher
information
Availability &
Availability &
usage of online
usage of online
educational
mobile banking
materials
Peace Building
Water quality,
Tree planting
Criminal
intelligence data
WASH
education
messages
Awareness of
local
events/issues
Health worker
capacity
Alert & co-ord.
Customized
systems, Online
ATM machines
bulletin boards
Teacher
training, online
educational
communities
WASH training
Election
participation /
results
Patient
adherence
analysis
Threat and risk
Mobile portfolio
mapping
management
analysis
Education
information &
management
Sustainable
energy, Carbon
offset
Security
monitoring
Geospatial
mapping
Peace Incidents
Infrastructure
and diagnosis
Early warning
Plant varieties,
Epidemics,
plant diseases, Medical supply
food distribution
distribution
Remote Services Plant diseases
Gather info on
buying and
business habits
Water&
Sanitation
Patient
diagnostics
Disaster
assessments,
Supply chain
Tracking
customer base
School
locations,
distribution of
school
supplies
Reunification,
Finding job
opportunities
Money transfer,
Banking
services
Diet lectoring
certificates
Five challenges
….
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
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)
5. Strategic planning for large international development
and relief agencies: Reflections and Perspectives
6. Integrated planning, performance and accountability
for large international NGOs (Draft)
7. 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
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
Strategic reviews and the ongoing planning framework
Components of ongoing planning framework
Strategic review
(One-off exercise)
Ongoing planning, management, and accountability process
Vision
Mission
Values
– Successes
– Challenges
External-oriented goals and target groups
Target
groups
Goal 1
Internal assessment
External assessment
Goal 2
Objectives; External and Internal; (Balanced Scorecard/Results) Framework
Objective 1
Objective 2
Objective 3
Objective 4
Measures and
Targets
Measures and
Targets
Measures and
Targets
Measures and
Targets
– Trends
– Challenges
– Opportunities
Big strategic questions
– Choices
–
Regional
Plans
Countr
Regi
y Count
Plans
Sector Plans
Gende
r Plans
Functional
Plans
HR
Plans
Decisions
Strategic
directions/priorities
Review/refine goals
Refine objectives
Strategic Initiatives
Financial planning / Budget cycle
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)
5. Strategic planning for large international development
and relief agencies: Reflections and Perspectives
6. Integrated planning, performance and accountability
for large international NGOs (Draft)
7. 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
Strategic Goals
Integrated
Planning,
Performance and
Accountability
Business and financial
planning
Individual performance
management
Integrated planning, performance and accountability is part of an
integrated organisational system
Integrated planning and accountability framework
Context
Enablers
 Strategic
Plans/Goals
 Individual
Performance
Management & HR
 Organisation
Model
 Leadership Styles
Integrated planning,
performance and
accountability
 Business and
financial planning
 Information/data
processes &
systems
Operations
Exhibit 6.8 - Common implementation challenges
Strategic Plan not
translated to tangible
goals and metrics
Organisation model no
longer equipped to deal
with breath, scale and
complexity
Mindset of “dual
citizenship” not
embraced
Integrated Planning and Accountability
Context
Enablers
• Strategic Goals
& Priorities
• Individual
Performance
Management
Balanced
Scorecards
• Organization
Model /
Peculiarities
Roles
Processes
Guideline
Behaviours
• Leadership
Culture & Styles
• Business &
Financial
planning
• Information &
Systems
Line of sight / command
and control style of
leadership
Operations
Variability in terms of
professional, positive
coaching leadership
style
Leaders desire to
maintain flexibility at
the helm
- 81 -
Misalignment on what
a “good program”
looks like
Fragmented IT
landscape
Lack of consistent,
international approach and
process (National &
International staff)
Little serious focus on
talent management
Fragmented planning
and budgeting
processes across the
agency
Financial budgeting
not really connected
to strategic planning
Fragmented
financial and HR
systems
Planning, performance management and accountability ……
What does it really mean?
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
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)
5. Strategic planning for large international development
and relief agencies: Reflections and Perspectives
6. Integrated planning, performance and accountability
for large international NGOs (Draft)
7. What does all this mean?
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
Governance
Boards, &
Decision
Making
Integrated planning
& accountability
Leadership
style,
behaviour,
capacity
Sequencing change …
Journey towards a more effective international organisation 
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
Future
Setting
Direction
Building
Supporting
Doing
(Day to Day)
1.
Direction setting / strategizing
More
2.
Responding to major external trends / discontinuities
More
3.
Planning and managing future organisational performance
More
4.
Establishing joint ventures, alliances and partnerships
More
5.
Communication, keeping organisation aligned, in sight of big picture
More
6.
Motivating, encouraging, coaching
More
7.
Compliance / adherence to policy, standards and guidelines
Less
8.
External stakeholder engagement (donors, government)
More
9.
Dealing with new/unexpected micro events
10. Decision control, keeping on top of day to day operations
Much Less
Much Less
Leadership behaviours and focus
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
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
Much good news in development landscape
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
–
–
–
3.
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
•
–
–
4.
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 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)
•
–
–
3.
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
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
–
–
–
–
2.
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
3.
–
–
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” ,,
4.
–
–
–
5.
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!
Different folk to bring on board …..Social styles model …
Controlled
Ask
Tell
Emotive
94
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/Community
Will
Education
Infrastructure
Influencers
Policies/Regulation
& Incentives
Market access
Financial strength
Business practices
Standards &
Reliability
Leadership/
Entrepreneurship
Knowledge & Skills
Awareness
Attitudes, perceptions
and beliefs
Leverage
Institutional
capacity
Public funding
Smart Aid
Resources to
communities
Partnerships
Individual Capacity
Private investment
Private Sector
Participation
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
National Strategies
& Plans
Public/Community
Will
Education
Infrastructure
Influencers
Policies/Regulation
& Incentives
10
Market access
Financial strength
Business practices
Standards &
Reliability
Leadership/
Entrepreneurship
Knowledge & Skills
Awareness
Attitudes, perceptions
and beliefs
3
8
11
5
2
Smart Aid
Leverage
9
Public funding
4
1
Institutional
capacity
Capital access
Enterprise
Capacity
Resources to
communities
7
Individual Capacity
Partnerships
12
6
Private investment
13
Private Sector
Participation