From climate change and urbanisation to resource scarcity and geopolitical shifts, our world is experiencing disruptive change that impacts how development work is planned and delivered.
At the same time, this development practice is also increasingly impacted by ‘internal disruptors’ such as the emergence of new donor nations, a growth in crowdsourcing and the rise of social enterprise.
How can international non-governmental organisations (NGOs) prepare themselves for the disrupted future ahead? They could arguably start by learning from Southern NGOs — many of which already manage disruption in the here and now and are invaluable in building agency and achieving lasting change.
These slides summarise the findings from an IIED project to collate and share learning from 23 NGO leaders across Africa, Asia and Latin America on how to manage disruptive change.
This document summarizes research on communicating about climate change and transportation/land use policies. Key findings include:
1) Avoid problematic language and focus messaging on values like community and health.
2) Link policies to beliefs around preserving land, reducing traffic, and improving air quality.
3) Use positive semantics describing choices, options, and specific successful examples.
4) For land use, specify details of development addressing concerns over parks, schools, and design.
Building beyond sustainability: an introduction to needs based designStack Strategy
Needs Based Design is an approach, framework and method that provides development teams with a common language, strategy and method for constructing and maintaining communities that help society move towards, and beyond, sustainability.
Needs Based Design uses an ‘outside-in,’ systems thinking approach to pursue the full potential of a project by addressing complex problems and the needs of individuals early in the process with everyone present.
The Needs Based Design framework provides a structure for decision-making that allows urban design and planning to be approached from a scientifically-derived definition of sustainability and uses ‘backcasting’, ‘meaningful participation’ and ‘strategic guidelines’ to guide development at the project level.
The IDEA method helps development teams stay on the same page by asking them to state the Intents of their project, Discover the needs of the social and natural communities that it will exist within, Envision a successful future for all and Act to achieve that vision through an integrated design process.
Make sustainability sustainable (preview)Fan Foundry
Marketing "green" products often backfires because, much as we'd like all buyers to follow the altruistic "because green is better" thinking, other unaddressed factors intervene to short circuit that thinking, with the result that sustainable solutions fail to gain traction in the hearts and minds of buyers. But it doesn't have to be that way.
Panel organized for the RECAST conference in Santa Fe, marking the 20th anniversary of the public process that created the Santa Fe Railyard Redevelopment. Panelists included: Joel Mills, Cheryl Morgan, Erin Simmons, and Thea Crum. The panel explored issues facing cities today and multiple democratic methodologies (participatory budgeting, democratic urbanism) for city building.
This document discusses social entrepreneurship and the role it plays in achieving the UN Sustainable Development Goals. It notes that entrepreneurship creates jobs, drives economic growth, addresses environmental challenges, and enables youth engagement. The document then summarizes some global trends in social enterprise ecosystems, including growing awareness, more corporations engaging, and increasing access to capital and markets. It provides examples of industries social enterprises focus on and discusses impact investing assets under management. Finally, it discusses the work of Impact Hubs in building collaborative communities, providing support to startups, and developing social enterprise ecosystems.
Robin Lincoln Wood has had a lifelong passion for environmental and social justice. He has advised hundreds of large organizations and political leaders to catalyze beneficial change. Through his work with organizations like the ThriveAbility Foundation, Renaissance2 Foundation, and campaigns in South Africa and Borneo, he aims to help leaders make decisions that maximize thriving for all stakeholders with minimal environmental impact. He has written and spoken extensively on developing a circular economy powered by renewable energy, conscious evolution, and conscious enterprise to transition from an unsustainable system to one where all can flourish.
Key Leadership Actions for Innovation: Solace Research 2016Joan Munro
This presentation summarises the findings from new Solace research on the key leadership actions for innovation in local government in the UK. The research was undertaken with senior and middle managers 12 UK local authorities with a reputation for innovation. It builds on previous research by the UK's Accelerating Innovation in Local Government Research Project.
Lifehack Labs - "How To Make A Difference" - Alex Hannant // Ākina Foundation...Lifehack HQ
Alex Hannant from Ākina Foundation presents "How To Make A Difference" at #LifehackLabs - a social innovation lab focused on improving youth wellbeing.
This document summarizes research on communicating about climate change and transportation/land use policies. Key findings include:
1) Avoid problematic language and focus messaging on values like community and health.
2) Link policies to beliefs around preserving land, reducing traffic, and improving air quality.
3) Use positive semantics describing choices, options, and specific successful examples.
4) For land use, specify details of development addressing concerns over parks, schools, and design.
Building beyond sustainability: an introduction to needs based designStack Strategy
Needs Based Design is an approach, framework and method that provides development teams with a common language, strategy and method for constructing and maintaining communities that help society move towards, and beyond, sustainability.
Needs Based Design uses an ‘outside-in,’ systems thinking approach to pursue the full potential of a project by addressing complex problems and the needs of individuals early in the process with everyone present.
The Needs Based Design framework provides a structure for decision-making that allows urban design and planning to be approached from a scientifically-derived definition of sustainability and uses ‘backcasting’, ‘meaningful participation’ and ‘strategic guidelines’ to guide development at the project level.
The IDEA method helps development teams stay on the same page by asking them to state the Intents of their project, Discover the needs of the social and natural communities that it will exist within, Envision a successful future for all and Act to achieve that vision through an integrated design process.
Make sustainability sustainable (preview)Fan Foundry
Marketing "green" products often backfires because, much as we'd like all buyers to follow the altruistic "because green is better" thinking, other unaddressed factors intervene to short circuit that thinking, with the result that sustainable solutions fail to gain traction in the hearts and minds of buyers. But it doesn't have to be that way.
Panel organized for the RECAST conference in Santa Fe, marking the 20th anniversary of the public process that created the Santa Fe Railyard Redevelopment. Panelists included: Joel Mills, Cheryl Morgan, Erin Simmons, and Thea Crum. The panel explored issues facing cities today and multiple democratic methodologies (participatory budgeting, democratic urbanism) for city building.
This document discusses social entrepreneurship and the role it plays in achieving the UN Sustainable Development Goals. It notes that entrepreneurship creates jobs, drives economic growth, addresses environmental challenges, and enables youth engagement. The document then summarizes some global trends in social enterprise ecosystems, including growing awareness, more corporations engaging, and increasing access to capital and markets. It provides examples of industries social enterprises focus on and discusses impact investing assets under management. Finally, it discusses the work of Impact Hubs in building collaborative communities, providing support to startups, and developing social enterprise ecosystems.
Robin Lincoln Wood has had a lifelong passion for environmental and social justice. He has advised hundreds of large organizations and political leaders to catalyze beneficial change. Through his work with organizations like the ThriveAbility Foundation, Renaissance2 Foundation, and campaigns in South Africa and Borneo, he aims to help leaders make decisions that maximize thriving for all stakeholders with minimal environmental impact. He has written and spoken extensively on developing a circular economy powered by renewable energy, conscious evolution, and conscious enterprise to transition from an unsustainable system to one where all can flourish.
Key Leadership Actions for Innovation: Solace Research 2016Joan Munro
This presentation summarises the findings from new Solace research on the key leadership actions for innovation in local government in the UK. The research was undertaken with senior and middle managers 12 UK local authorities with a reputation for innovation. It builds on previous research by the UK's Accelerating Innovation in Local Government Research Project.
Lifehack Labs - "How To Make A Difference" - Alex Hannant // Ākina Foundation...Lifehack HQ
Alex Hannant from Ākina Foundation presents "How To Make A Difference" at #LifehackLabs - a social innovation lab focused on improving youth wellbeing.
This document outlines the agenda for Day 3 of a workshop on social innovation. The day includes sessions on the three strands of value in social entrepreneurship, social business models, and experimenting with social impact through experimentation and randomized controlled trials. Participants engage in activities to practice applying a business model canvas to social ventures and planning experiments to measure social impact. The document emphasizes testing interventions rigorously through randomized experiments to identify what programs and approaches are truly effective at creating social change.
This document provides an overview of the agenda and activities for Day 1 of a workshop on making social innovation work. The morning sessions introduce concepts around behavioural design and science, including how people actually make decisions compared to rational models. After lunch, participants engage in activities to disrupt typical assumptions and generate new ideas, such as considering stereotypes in education and how to challenge normal expectations. The goal is to explore how understanding human behaviour can help design products and services that better support social outcomes.
The 4th Responsible Business Forum on Sustainable Development was held in Singapore from November 3-4, 2015. Over 400 business leaders, investors, NGOs and policy-makers from over 25 countries gathered to discuss practical solutions for climate action and achieving sustainable development goals. Key topics included reducing emissions in transport, waste management, forestry, and creating sustainable cities. There was a call for greater collaboration between governments, businesses, communities and individuals to address climate change and sustainability. A poll found that most attendees believed all groups need to work together to implement climate change action and development goals.
In the past, Canadians relied on governments and non-profits to meet social needs, while leaving markets, private capital and business to deliver financial returns. This binary system is breaking down. Profound societal challenges require us to find new ways to mobilize ingenuity and resources for effective, long-term solutions. A social finance marketplace investing in social, environmental and economic returns.
This document provides an overview of social entrepreneurship. It begins by defining social entrepreneurship and distinguishing it from traditional entrepreneurship, noting that social entrepreneurs address social issues through earned income strategies while pursuing both social and financial returns. It then discusses the methods, perspectives, key tasks, critical success factors, and potential pitfalls of social entrepreneurship. Finally, it provides examples of prominent social entrepreneurs from India.
Youth play an important role in disaster response and management in Bangladesh. A study was conducted that included focus groups, surveys, and feedback from youth volunteers involved in disaster management. It found that youth welcome community support and use technology effectively but face challenges like lack of funding and training. Their areas of interest include raising climate change awareness and developing earthquake preparedness. Recommendations include recognizing youth contributions, improving information sharing, and creating networks to enhance their involvement in national initiatives. The study highlights innovative projects from youth like rescue robots to aid recovery efforts.
Environmental Sustainability has become an important aspect of business today. But many businesses aren't sure what to make of it. This is an introductory lecture about sustainability and how it can be practically related to business.
Hill Holt Wood is a social enterprise that runs a 14 hectare woodland. They provide vocational training for at-risk youth and encourage public access to the woodland. Karen Lowthrop explained that identifying and prioritizing stakeholders is important, as their objectives may differ from the organization's. For Hill Holt Wood, local communities were initially wary but have become partners. Tracking users and outcomes like employment helps prove the woodland's social and environmental value to stakeholders like government agencies. However, the trainees' objective is long-term jobs, while funders track only training completion. Knowing all perspectives is key to effective program delivery and value creation.
Al Etmanski + Molly Harrington, Public Innovation Telepresence SeriesMaRSSolutionsLab
Presentation slides by Al Etmanski + Molly Harrington for the GovMaker Public Innovation Telepresence Series on April 16th, 2015, hosted by MaRS Solutions Lab and Social Innovation Generation, sponsored by CISCO.
More information: http://www.marsdd.com/systems-change/mars-solutions-lab/govmaker_telepresence/
Tech Tools for Social Good starts with the recent earthquake in Haiti and discusses ways people can get involved and give back from the armchair revolution to volunteering in a long-term capacity build around my own experiences as a volunteer full-time in 2009 and time as a Kiva Fellow.
A pretty comprehensive summary of the nexus of concepts that my current project .commUNITY is working on. We have rebranded the concept as an Ekosystem.
Monitor Institute - What's Next for Philanthropy: Acting Bigger and Adapting ...Working Wikily
This document discusses emerging practices in philanthropy that are needed to address complex social problems. It argues that while philanthropy has made efforts to improve, simply tweaking the status quo is not sufficient given the scale of challenges. The next decade requires funders to act bigger through coordination with other funders and sectors, and adapt better by incorporating new knowledge and adjusting strategies. Some innovative funders are already pioneering these "next practices," but barriers like independence, insularity, risk aversion, and competition inhibit greater change across the field.
Integral Impact Investing Initiative, Minutes April 2010AQAL Capital
Munich on April 27, 2010: The 2nd Integral Salon is the launch event for the Integral Impact Investing Initiative. Supported by the Rockefeller Philanthropy Advisors, Club of Rome, Desertec Foundation. Speakers: Mariana Bozesan, Hans-Peter Duerr, Wouter van Dieren, Charly & Lisa Kleissner, Allison Duncan, Georgette Wong.
The Digital Divides or the third industrial revolution: concepts and figuresIsmael Peña-López
It is usual to think about the digital divide as a very concrete aspect of the impact of ICTs, mainly concerning whether there is an existence of infrastructures (sometimes computers, sometimes computers connected to the Internet).
It is usual to think about digital literacy as the ability of someone to switch on a computer and playing some cards game, sending an e-mail and, optimistically, run some word processor and type in a love letter.
It is usual to think about ICTs as something that won’t make disappear the hunger in the world or heal the thousands of people suffering from countless diseases, specially in places where citizens live with less than one dollar a day.
It is usual to think about the digital divide as something that does not affect me, as I live on the sunny side of the world, in a developed country that will last this way for centuries.
With the aim to dismantle all these (almost) false assumptions, the seminar will try and give "correct" definitions for concepts such as Digital Divide, Digital Literacy, eReadiness or eAwareness and show examples on how ICTs can help underdeveloped and developing countries to reach higher quotas of welfare… and how so-called developed countries can exchange places with the lesser developed ones in case they do not pay attention to what is happening in a global world.
More info, citation and download, here: http://ictlogy.net/bibciter/reports/projects.php?idp=287
Digital Revolution - Digital World with Digital Economy - By Anurag JohariAnurag Johari
Digital Revolution - Digital World with Digital Economy is a bird's eye view on emerging digital trends and digital technology adoption and socio-economic space.
A Game to help people understand what it takes to build high performance organizations. The presentation only works with the game materials: https://agilepainrelief.com/notesfromatooluser/2015/11/building-high-performing-organizations-game.html
Disrupting Travel : The Digital Revolution Changing BusinessKyle Lacy
This document discusses best practices for creating slide decks for mobile devices. It recommends using a one-column layout, ensuring sufficient color contrast between text and backgrounds, using image sizes of at least 13px for body text, and considering how elements will shift for mobile. It also provides examples from companies that utilize techniques like alt text descriptions and color blocking to recreate images on mobile.
According to the Census Bureau, Millennials are expected to surpass Boomers as the largest living population. But aside from the sheer size of our generation, our behaviors, attitudes and expectations are different than those of any previous generation, sometimes drastically so. Millennials will fundamentally change the landscape of the business world, and no industry is safe from disruption.
The following presentation is a narrative on our generation, backed by research and data, with implications for every sector and industry. Millennials are rethinking and reshaping the world. Here's what you need to know.
This document outlines the agenda for Day 3 of a workshop on social innovation. The day includes sessions on the three strands of value in social entrepreneurship, social business models, and experimenting with social impact through experimentation and randomized controlled trials. Participants engage in activities to practice applying a business model canvas to social ventures and planning experiments to measure social impact. The document emphasizes testing interventions rigorously through randomized experiments to identify what programs and approaches are truly effective at creating social change.
This document provides an overview of the agenda and activities for Day 1 of a workshop on making social innovation work. The morning sessions introduce concepts around behavioural design and science, including how people actually make decisions compared to rational models. After lunch, participants engage in activities to disrupt typical assumptions and generate new ideas, such as considering stereotypes in education and how to challenge normal expectations. The goal is to explore how understanding human behaviour can help design products and services that better support social outcomes.
The 4th Responsible Business Forum on Sustainable Development was held in Singapore from November 3-4, 2015. Over 400 business leaders, investors, NGOs and policy-makers from over 25 countries gathered to discuss practical solutions for climate action and achieving sustainable development goals. Key topics included reducing emissions in transport, waste management, forestry, and creating sustainable cities. There was a call for greater collaboration between governments, businesses, communities and individuals to address climate change and sustainability. A poll found that most attendees believed all groups need to work together to implement climate change action and development goals.
In the past, Canadians relied on governments and non-profits to meet social needs, while leaving markets, private capital and business to deliver financial returns. This binary system is breaking down. Profound societal challenges require us to find new ways to mobilize ingenuity and resources for effective, long-term solutions. A social finance marketplace investing in social, environmental and economic returns.
This document provides an overview of social entrepreneurship. It begins by defining social entrepreneurship and distinguishing it from traditional entrepreneurship, noting that social entrepreneurs address social issues through earned income strategies while pursuing both social and financial returns. It then discusses the methods, perspectives, key tasks, critical success factors, and potential pitfalls of social entrepreneurship. Finally, it provides examples of prominent social entrepreneurs from India.
Youth play an important role in disaster response and management in Bangladesh. A study was conducted that included focus groups, surveys, and feedback from youth volunteers involved in disaster management. It found that youth welcome community support and use technology effectively but face challenges like lack of funding and training. Their areas of interest include raising climate change awareness and developing earthquake preparedness. Recommendations include recognizing youth contributions, improving information sharing, and creating networks to enhance their involvement in national initiatives. The study highlights innovative projects from youth like rescue robots to aid recovery efforts.
Environmental Sustainability has become an important aspect of business today. But many businesses aren't sure what to make of it. This is an introductory lecture about sustainability and how it can be practically related to business.
Hill Holt Wood is a social enterprise that runs a 14 hectare woodland. They provide vocational training for at-risk youth and encourage public access to the woodland. Karen Lowthrop explained that identifying and prioritizing stakeholders is important, as their objectives may differ from the organization's. For Hill Holt Wood, local communities were initially wary but have become partners. Tracking users and outcomes like employment helps prove the woodland's social and environmental value to stakeholders like government agencies. However, the trainees' objective is long-term jobs, while funders track only training completion. Knowing all perspectives is key to effective program delivery and value creation.
Al Etmanski + Molly Harrington, Public Innovation Telepresence SeriesMaRSSolutionsLab
Presentation slides by Al Etmanski + Molly Harrington for the GovMaker Public Innovation Telepresence Series on April 16th, 2015, hosted by MaRS Solutions Lab and Social Innovation Generation, sponsored by CISCO.
More information: http://www.marsdd.com/systems-change/mars-solutions-lab/govmaker_telepresence/
Tech Tools for Social Good starts with the recent earthquake in Haiti and discusses ways people can get involved and give back from the armchair revolution to volunteering in a long-term capacity build around my own experiences as a volunteer full-time in 2009 and time as a Kiva Fellow.
A pretty comprehensive summary of the nexus of concepts that my current project .commUNITY is working on. We have rebranded the concept as an Ekosystem.
Monitor Institute - What's Next for Philanthropy: Acting Bigger and Adapting ...Working Wikily
This document discusses emerging practices in philanthropy that are needed to address complex social problems. It argues that while philanthropy has made efforts to improve, simply tweaking the status quo is not sufficient given the scale of challenges. The next decade requires funders to act bigger through coordination with other funders and sectors, and adapt better by incorporating new knowledge and adjusting strategies. Some innovative funders are already pioneering these "next practices," but barriers like independence, insularity, risk aversion, and competition inhibit greater change across the field.
Integral Impact Investing Initiative, Minutes April 2010AQAL Capital
Munich on April 27, 2010: The 2nd Integral Salon is the launch event for the Integral Impact Investing Initiative. Supported by the Rockefeller Philanthropy Advisors, Club of Rome, Desertec Foundation. Speakers: Mariana Bozesan, Hans-Peter Duerr, Wouter van Dieren, Charly & Lisa Kleissner, Allison Duncan, Georgette Wong.
The Digital Divides or the third industrial revolution: concepts and figuresIsmael Peña-López
It is usual to think about the digital divide as a very concrete aspect of the impact of ICTs, mainly concerning whether there is an existence of infrastructures (sometimes computers, sometimes computers connected to the Internet).
It is usual to think about digital literacy as the ability of someone to switch on a computer and playing some cards game, sending an e-mail and, optimistically, run some word processor and type in a love letter.
It is usual to think about ICTs as something that won’t make disappear the hunger in the world or heal the thousands of people suffering from countless diseases, specially in places where citizens live with less than one dollar a day.
It is usual to think about the digital divide as something that does not affect me, as I live on the sunny side of the world, in a developed country that will last this way for centuries.
With the aim to dismantle all these (almost) false assumptions, the seminar will try and give "correct" definitions for concepts such as Digital Divide, Digital Literacy, eReadiness or eAwareness and show examples on how ICTs can help underdeveloped and developing countries to reach higher quotas of welfare… and how so-called developed countries can exchange places with the lesser developed ones in case they do not pay attention to what is happening in a global world.
More info, citation and download, here: http://ictlogy.net/bibciter/reports/projects.php?idp=287
Digital Revolution - Digital World with Digital Economy - By Anurag JohariAnurag Johari
Digital Revolution - Digital World with Digital Economy is a bird's eye view on emerging digital trends and digital technology adoption and socio-economic space.
A Game to help people understand what it takes to build high performance organizations. The presentation only works with the game materials: https://agilepainrelief.com/notesfromatooluser/2015/11/building-high-performing-organizations-game.html
Disrupting Travel : The Digital Revolution Changing BusinessKyle Lacy
This document discusses best practices for creating slide decks for mobile devices. It recommends using a one-column layout, ensuring sufficient color contrast between text and backgrounds, using image sizes of at least 13px for body text, and considering how elements will shift for mobile. It also provides examples from companies that utilize techniques like alt text descriptions and color blocking to recreate images on mobile.
According to the Census Bureau, Millennials are expected to surpass Boomers as the largest living population. But aside from the sheer size of our generation, our behaviors, attitudes and expectations are different than those of any previous generation, sometimes drastically so. Millennials will fundamentally change the landscape of the business world, and no industry is safe from disruption.
The following presentation is a narrative on our generation, backed by research and data, with implications for every sector and industry. Millennials are rethinking and reshaping the world. Here's what you need to know.
How to Envision the Digital Technology Strategy Industry LandscapeDoug Floyd
Digital technology has become a key differentiating factor and revenue driver for companies. A truly digital strategy is needed to address this changing landscape. Existing industries are being disrupted, and new industries are now emerging, based on these new digital technologies. Markets including FinTech, health technology, artificial intelligence, connected cars, Internet of Things, robotics, drones, and 3D printing are all leveraging emerging digital innovations.
This document discusses the importance of purpose, passion, and people in building a high-performing organization. It provides quotes emphasizing that an organization's purpose should sustain and motivate its people, and that its success depends on bringing out the talents of its employees. The document also references models and principles of leadership from thinkers like Thomas Watson Jr., Richard Branson, and Simon Sinek, noting their continued relevance for organizations today.
BBMN Steve Fuller: Transforming your Business on PurposeCloud Heroes
Steve Fuller of award-winning creative agency The House spoke at the Bath & Bristol Marketing Network on 8th September about purpose-driven companies, and how the future belongs to companies with a clear purpose. Why are you in business other than to make money?
Full details of the talk and upcoming events here: http://www.marketing-network.org/catch-up/
This document discusses how IoT, robotics, and AI are transforming industries. It provides examples of how AWS customers are using these technologies in various sectors like healthcare, manufacturing, and retail. It also outlines the benefits these technologies provide, such as cost savings, efficiency gains, improved decision making, and innovation. The document then discusses specific AWS services like Amazon Rekognition, Polly, Lex, and various machine learning frameworks that customers can use to build applications using these technologies.
How To Hire Top Talent To Create A Purpose Driven Organization | Y ScoutsY Scouts
At the heart of every successful business is a talented and dedicated team. It is a team that shares a core set of values which influence how people in the organization act, think and communicate. What fundamental value stands above the rest? Purpose – a shared vision of why each person comes to work in the morning.
A range of studies has demonstrated the superior results that purpose-driven companies obtain over their money-driven counterparts. So how does a company recruit, hire, motivate and retain the employees and leaders required to build such a business?
Center of Digital Excellence (CODE) is a company has shaped up to impart training education in schools and colleges in the next generation technologies of 21st Century.
In today's dynamic business world, organizations have to be fit and adaptive to survive. Our vision of a high-performance organization is the VIABLE ORGANIZATION.
It's radically value and market-focused, responsive, agile, and highly collaborative.
To achieve this, we apply proven systemic organization and management theory, radically different learning formats, and Atlassian's collaboration tools. (Confluence, JIRA, HipChat...)
IT WORKS!
www.HGN.io
Develop organizations. radically. different.
Managing disruptive change in an uncertain world: learning for DFID from Sout...IIED
From climate change and urbanisation to resource scarcity and geopolitical shifts, our world is experiencing disruptive change that impacts how development work is planned and delivered.
At the same time, this development practice is also increasingly impacted by ‘internal disruptors’ such as the emergence of new donor nations, a growth in crowdsourcing and the rise of social enterprise.
How can donors, including the UK Department for International Development (DFID), prepare themselves for the disrupted future ahead? They could arguably start by learning from Southern NGOs — many of which already manage disruption in the here and now and are invaluable in building agency and achieving lasting change.
These slides summarise the findings from an IIED project to collate and share learning from 23 NGO leaders across Africa, Asia and Latin America on how to manage disruptive change.
Major change within organisations has become the norm in the 21st centuryAssentire Ltd
Major change within organisations has become the norm in the 21st century.
Much research both practitioner and academic has taken place to better
understand the challenges that this represents. This is not a new phenomenon,
there is material dating back centuries looking at or reflecting upon changing
the order of the day.
Coming forward in time, to just 50 years ago, the
observations written about are not so different from what is written today in
2013. The adoption of certain terms has occurred to help communicate and
offer consultancy services and promote better understanding. Examples are
“Change Management” and “Resistance to Change” however, the very nature of
adopting non-standardised terms has resulted in a range of different
interpretations, these terms we think we understand, but they clearly have
different meanings for different people as was identified in this research
project. What is common, if you ask someone their opinion regarding
“Resistance to Change”, is they have one, just may not be what you are
expecting.
The document discusses the ongoing debate around foreign funding of NGOs in India. It notes that while some see foreign-funded NGOs as threatening national security or stalling infrastructure projects, others argue they raise important environmental and social issues. The document suggests that governments, NGOs, and corporations could find constructive ways to partner by leveraging their unique skills and expertise for nation-building, rather than allowing petty disputes to block opportunities for partnership.
This document discusses the importance of non-governmental organizations (NGOs) in society. It explains that NGOs address social, economic, and environmental challenges independently of governments by providing humanitarian aid, promoting human rights, and advocating for social justice. NGOs play a critical role in areas where governments may be ineffective, have a deep understanding of local issues, and hold governments accountable. They impact society by providing humanitarian aid during crises, advocating for marginalized groups, promoting sustainable development, and contributing to social and economic development through education, healthcare, and economic opportunities. However, NGOs also face challenges such as lack of funding and political interference.
Civil Society And Global Governance- CSO and Global Institutions 1117.pptxDramaneGermainThiomb1
This document discusses civil society organizations' (CSOs) opposition to global governance institutions (GGIs) like the Asian Development Bank (ADB). It outlines how the NGO Forum on ADB, established in the late 1990s, coordinates CSO advocacy targeting the ADB. The NGO Forum criticizes ADB policies and projects, striving to make ADB more accountable and reform its development model. The document also mentions other CSOs involved in opposition to ADB, including the Bank Information Center, Global Transparency Initiative, and more radical groups that doubt ADB can be reformed.
Group 1 role of ng_os in development and challenges facedAnoop K Mishra
NGOs have a long history of organizing people for mutual aid before governments existed. During the 18th-19th centuries, there was rapid growth in NGOs to address neglected social and environmental issues. NGOs vary greatly in their objectives, activities, funding sources, and approaches. They play important roles in development as planners, implementers, mobilizers of local resources, innovators, builders of self-reliant communities, and mediators between people and governments. However, NGOs face challenges such as lack of funds, poor governance, absence of strategic planning, weak networking, poor communication, over-focus on infrastructure over empowerment, and political interference.
This document summarizes a Client-Partner Dialogue held in Colombo, Sri Lanka from November 1-6, 2015 to discuss the Collaborative Leadership for Development (CL4D) approach. 20 participants from 14 countries represented government clients, coaches/facilitators, training institutes, and World Bank task teams. The Dialogue introduced participants to CL4D concepts and tools through discussion and hands-on exercises. CL4D helps teams address "adaptive challenges" - complex, systemic problems requiring changes to social norms and behaviors. In contrast to technical problems, adaptive challenges require experimentation and risk-taking. CL4D promotes collaborative leadership relying on informal authority rather than formal positions to mobilize stakeholders and accelerate development
This document summarizes a Client-Partner Dialogue held in Colombo, Sri Lanka from November 1-6, 2015 to discuss the Collaborative Leadership for Development (CL4D) approach. 20 participants from 14 countries represented government clients, coaches/facilitators, training institutes, and World Bank task teams. The Dialogue introduced participants to CL4D concepts and tools through discussion and hands-on exercises. CL4D helps teams address adaptive challenges to development projects, like cultural and social factors, through collaborative leadership focused on informal authority rather than formal positions.
ROLE OF NONGOVERNMENTAL ORGANIZATONS (NGOs)MichelleKey7
The term NGO stands for nongovernmental organization, and it includes a variety of organizations such as “private voluntary organizations,” “civil society organizations,” and “nonprofit organization
Change management is a structured approach to transitioning individuals, groups, and organizations from their current state to a future state with intended business benefits. It affects many aspects like people, processes, organizational setup, and culture. When managing change, it is important to understand the reasons for change, have strong sponsorship from influential leaders, and clearly communicate the reasons for change, mission, benefits, and objectives. The implementation of changes should be gradual, providing training, support and coaching during the transition period. Anticipating and addressing human resistance to change is also important to effectively manage the transition. Realizing and communicating the benefits of change helps stakeholders feel the improvements and supports releasing changes to business as usual.
i-teams: The teams and funds making innovation happen in governments around t...Antonio Sánchez Zaplana
The i-teams featured in this report work to drive innovation in government through four main categories: developing solutions, engaging citizens and external partners, transforming processes and skills within government, and achieving policy and systems change. Common elements across the i-teams include strong leadership, diverse teams and partnerships, explicit methods, and impact measurement. The report analyzes 20 i-teams from around the world to understand their approaches and identify lessons for setting up new innovation teams in government.
Getting Behind ISFs - Individual Service FundsCitizen Network
This talk by Simon Duffy was given to service providers, social workers and commissioners in Bedfordshire on 3rd December 2015. It explores the reasons why ISFs are a helpful tool for achieving citizenship for people with learning disabilities and others who use social care services.
[Challenge:Future] nature in which to respond to disasters.Challenge:Future
This document discusses ways that communities can build resilience to climate change related disasters through homegrown solutions and prevention efforts. It advocates for reducing emissions from developing nations, establishing early warning systems, conducting first aid training, and encouraging local leadership and networking to help communities prepare for and respond to disasters when they occur. The document also notes that disasters can be opportunities to influence policymakers and mobilize resources for change, but that communities first need to adapt before enacting changes to reduce future impacts.
"Build Great Services" - Ergosign @ MCBW 2021Ergosign GmbH
Build great services – people-centric, economical and sustainable!
We wanted to share how we design services. Services, that are sustainable – for a company, its employees and the world around us.
Find out more about our services: https://bit.ly/30ynYbp
The document discusses five steps for public sector leaders to lead a revolution and transform their organizations.
1. Create a task force of key employees who are passionate about change to drive transformation across the organization. Give them responsibilities and objectives to promote change and bring others on board.
2. Set a compelling vision for the future that inspires employees. Break down organizational silos by restructuring into cross-functional teams focused on citizens.
3. Create an empowering culture where employees at all levels are empowered to make decisions and take risks to drive ongoing learning and innovation.
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Actors i.e. city authorities, CBO’s , private firms and self-disposal
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Epcon is One of the World's leading Manufacturing Companies.EpconLP
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Epcon is One of the World's leading Manufacturing Companies.
Getting good at disruption in an uncertain world: learning for international non-government organisations (INGOs) from Southern NGO leaders
1. Managing disruptive change
November 2015
Author name
Date
November 2015
Learning for international non-
government organisations (INGOs)
from Southern NGO leaders
Getting good at disruption
in an uncertain world
2. Managing disruptive change
November 2015
The backdrop
• Many drivers of disruption will affect how the SDGs are
implemented
• demographic and geopolitical shifts, climate change, urbanisation, resource
scarcity, technological transformation
• Disruptors within the professional world of development are
changing practice within both INGOs and national NGOs in
the South
• disintermediation, new donor nations, blurring of ‘civil society’ and ‘private sector’
ways of working, online giving, changing regulatory space for civil society, rise of
social enterprise
• INGOs are already preparing for disrupted futures
• Southern NGOs are key implementers for the SDGs and
critically important partners for INGOs, but little is known
about how they view or manage disruptive change
3. Managing disruptive change
November 2015
The project
Collating and sharing learning from
Southern NGO leaders on how to
manage disruptive change
May Jun Jul Aug Sep Oct Nov Dec
Literature
review
Workshop
with IIED
donors and
partners
23 interviews with donor-
savvy Southern NGO
leaders across Africa,
Asia, Latin America
Written outputs, DFID and INGO
engagement (including through ICSC),
learning exchange among interviewees
Agreement to focus
on Southern NGOs
4. Managing disruptive change
November 2015
The project
Why focus on Southern NGOs?
• The SDG commitment to ‘leave
no one behind’ demands
effective organisational
capacities to adapt and innovate
• Local and national NGOs are
invaluable in building agency and
achieving lasting change. INGOs
need to work with Southern NGO
priorities for change
• Southern NGOs can feel
development disruption
more acutely than INGOs.
They are often closer to its
impacts
• Southern NGOs are used to
managing disruption in the here-
and-now. INGOs need to
understand these experiences so
that they can better address
future development disruption
5. Managing disruptive change
November 2015
What is disruptive change?
Interviewees suggest disruption means many things:
•Disruption is life!... At moments of ‘stuck-ness’, disruption brings the energy to move again.
•Our organisation has grown from something very small to something very large, all in the
context of wars, conflicts, earthquakes, and changing donor priorities, government policies and
spaces for civil society. This is an incredibly turbulent environment.
•Our reality is one of ‘consistently trying to overcome uncertainty’. The reality of the change
process has been to learn to manage uncertainty on an ongoing basis.
Turbulence, uncertainty,
a fact of life
•The idea of a shock assumes a steady state earlier, and that after a shock there is a return to
the initial condition. [Conversely] the layman’s definition of disruptive change is ‘life will not be
the same again’.
“Life will never be the
same again”
•The first thing you think is always negative, but there are pluses and minuses.
•‘Disruptive change’ has a negative connotation. [But] …disruption might not be bad because
[your organisation] can thrive on other peoples’ sorrow or misery. And there is also a positive
dimension when disruption benefits everyone.
Positive as well as
negative
•There is a risk that external priorities are somehow submerging the internal. There are
stronger, if not bigger, issues … that create more disruption.. The relationship with government
is the major disruption which we manage: particularly with change towards ‘loved’ and ‘unloved’
NGOs.
Externally or internally
driven
“
“
“
“
”
”
”
”
6. Managing disruptive change
November 2015
How to respond?
Interviewees said responses to disruptive change can be:
Adaptive, reactive Proactive, innovativeor
Adaptation is dancing to somebody else’s music. Innovation is composing and playing your
own music – and having the others dance to it.
“
Some organisations … are successful because they can survive through the adaptive
capacity of capturing the mood: climate change is a good example. Any new fashion will force
us to adapt: for some in a positive way; for others in a way that is too opportunistic for our
mandates or missions to survive.
The typical kind of change in developing countries is reactive, and it happens when some
event occurs in the environment and the system or NGO reacts… But it’s essential to think of
innovation which comes from within. And innovation can also be disruptive.
“
“
”
”
”
7. Managing disruptive change
November 2015
So what?
The many meanings of disruption matter because, in
Southern NGO contexts:
‘Mega disruptors’
like climate change
are often obscured
by disruption as a
daily ‘fact of life’.
Addressing
disruption-readiness
here and now is a
vital stepping stone to
‘future-fitness’
How disruption is framed
internally can affect how it
is addressed at an
organisational level (Harvard
Business Review, 2002).
so
If INGOs use the idea of
‘disruption’ in their
strategic planning, they
should consider framing it
in ways that allow the
best mix of adaptive and
innovative outcomes to
emerge
so
Reactive Southern NGOs often
nimbly deliver on changing
donor, INGO, and government
priorities. They can appear very
resourceful. But they may lack
capacity to develop the
organisational systems and
innovation needed to chart their
own futures in a disrupted world.
INGOs could usefully reflect
further on what blends of
advocacy, partnership and
financial support are most likely
to deliver adaptation that is also
rich in innovation potential
so
8. Managing disruptive change
November 2015
So what for INGOs?
By consciously becoming more attuned to Southern NGO
experiences of disruption in the here-and-now INGOs can:
• Build a stronger evidence base for what it will take to
build ‘disruption-readiness’ on systemic drivers of
disruptive change
• geopolitical shifts, climate change, urbanisation, resource scarcity, etc
• Embody solidarity by becoming better partners to
Southern NGOs
• with potential positive spillovers for overall development outcomes, shared
pursuit of change, INGO legitimacy, and INGO strategic planning for new
‘disintermediated’ roles (e.g. through subcontracted technical support to
Southern NGOs)
• Support ‘disruption entrepreneurs’
• people and organisations with scalable ideas that embrace disruption and
could accelerate implementation of the SDGs
9. Managing disruptive change
November 2015
Learnings for INGOs
Our work reveals four kinds of learning for INGOs as:
Positive
development
disruptors
Supporters of
effective disruptive
change
management
NGOs facing
disruption
themselves
Disruptors of
Southern NGOs
Supporting
others
Direct
agency
Embracing disruption
Adapting to disruption
10. Managing disruptive change
November 2015
INGOs as positive
development disruptors
Where INGOs disrupt the status quo in
ways that advance implementation of
the SDGs.
Many Southern NGOs also see themselves
as disruptive innovators. INGOs could
actively seek to amplify the outcomes of
Southern NGO-led disruptive innovation, and
take inspiration from existing Southern NGO
practice.
11. Managing disruptive change
November 2015
INGOs as positive
development disruptors
Insights from our interviewees:
We wanted to embrace a new movement of start-ups creating technology for the poor, and to
create a connection to areas that need them. The fact that unusual suspects are joining this
area is really disruptive.
“
”I feel that there is a vast field of innovators; people with courage and capacities who are
showing the way and can help us move forward, and use disruption not as something to fight
against, but as a stepping stone for the transformation that is needed.
If you want to be disruptive, you need not to take the world as it is, but leave more windows
open to the world as it should be. What that means at an organisational level is that you need
to be very open to breaking stereotypes.
Most innovation is at the grassroots, in smaller NGOs. They can deliver, but they are not
aware of… opportunities [to work with the private sector].
“
”“
”“
”
12. Managing disruptive change
November 2015
INGOs as positive
development disruptors
Southern NGO-led disruptive innovation casts new
roles for INGOs
Disruptive innovation shifts ODA
geographies. INGOs need to make
space for Southern leadership to
thrive.
INGOs can help partners build
skills to craft ‘proof of concept’,
and advocate donor support for
new Southern NGO-led
innovation delivery models, e.g.
through a shift in risk appetite.
We want international cooperation agencies to be open to innovative
organisations that bring something different… looking at us based on
usefulness, not geopolitics.
Donors seem to want innovative solutions, but they won’t finance things
until you have proof of concept. There must be greater coherence here.
It becomes very hard to have innovation in how you deliver services
because the system tends to take you to proven and traditional ways of
doing things.
Grassroots disruptive innovators
may need support from brokers
including INGOs to connect their
innovation capacities to
development outcomes.
“
”
”
“
13. Managing disruptive change
November 2015
INGOs as supporters of
change management
INGOs could better support Southern
NGOs to manage disruptive change.
Southern NGO leaders have lots of insights
into what makes for effective disruptive
change management. INGOs could be more
effective in supporting this.
14. Managing disruptive change
November 2015
INGOs as supporters of
change management
Four broad categories of insights into the ‘disruption-
ready’ Southern NGOs:
Skills and capabilities
• getting beyond survival, building skills
Leadership and governance
• ‘distributed leadership’, engaging the board
Culture and learning
• working on cultural alignment, continual commitment to learning
Funding and coalitions
• securing resources for organisational development, applying
coalitions to disruptive change management
15. Managing disruptive change
November 2015
INGOs as supporters of
change management
Skills and capabilities
Good reactive
disruptive change
management is also
important for survival.
But Southern NGOs
with strong innovation
capabilities may deliver
better development
outcomes than those in
‘reactive’ mode.
DFID’s civil society support
could lead the way in building
understanding and a Southern
NGO community of practice on
‘disruption-ready’ innovation.
I don’t think reactive disruption management can lead
to innovation.… It’s the survival mode in which NGOs
and many organisations live in the developing world...
[S]urvival is different to development.
“
”
Effective organisational
change processes
support and diversify
internal skills to deliver
desired outcomes.
‘Disruption-ready’ decision-
making on internal skills and
competences demands strategic
reflection and organisational
learning. INGOs need actively to
support Southern partners to
resource this.
If you let people pursue their passions and interests,
they will always leave something.
Our management approach is different from the one
you see in business school literature. We focus on
people with the skills and traits of leaders, who can take
decisions on their own in the field at any time.
We’re writing a new strategic plan; and part of my
thinking is that we need to re-think the kinds of skills
and people you bring into your governance model.
“
”
16. Managing disruptive change
November 2015
INGOs as supporters of
change management
Leadership and governance
Leadership behaviours
and styles have a
significant impact on
how organisations
experience disruptive
change management.
Do ‘distributed leadership’
models deliver more effective
disruption management? If so,
there are implications for INGOs
own leadership cultures, as well
as for how they work with
Southern NGOs.
Our leadership style is ‘distributed’: everything is based
on personal responsibility; each one of us is a leader
one way or another.. We had a funding shortfall twice
where we stayed more than fifteen months without
resources. And still people came to work.
With new leadership, we are very decentralised. Most
operational decisions are taken in the field, which builds
confidence and ownership in local managers.
“
”
Boards can be
invaluable in supporting
effective disruptive
change management.
How much do INGOs know about
the workings of boards in the
Southern NGOs they partner
with? Is there a case for
supporting boards’ enhanced
‘effective change governance’
capacity, through grants, peer
exchange, or information
resources?
To confront changes in the external environment, many
NGOs are.. changing the composition of their boards.
By the time we got the subcontract, we were told it
could not be used to cover the cost of salaries for the
previous six months…The board said they would make
personal contributions to cover the shortfall.
“
”
17. Managing disruptive change
November 2015
INGOs as supporters of
change management
Culture and learning
Organisational culture
can predispose Southern
NGOs to positive or
negative outcomes from
disruptive change.
INGOs could partner with
national and local NGOs in the
South to reflect on links between
organisational culture and
development outcomes with a
view to building ‘disruption-ready’
or ‘disruption-embracing’ culture.
It’s the culture of busy-ness that’s the problem. You
never stop to reflect, and there’s a tendency to think
that the bigger we are, the more successful we’ll be…
One thing we really wanted to embed is a culture of
always identifying opportunities and areas for
improvement. Also a culture of ‘action’ rather than talk.
We [have] an online culture page
[www.kopernik.ngo/page/our-culture]… We still discuss
it every quarter... We go through the culture [statement],
and assess whether we’re living up to it.
“
”Learning is a key
resource for disruptive
change. At first blush,
there appears to be a
strong correlation
between effective
disruptive change
management, internal
mechanisms for
learning, and rapid
feedback from mistakes.
Many NGOs around the world
struggle with short-termism in
their operations. Organisational
learning is vital. INGOs may
need to allocate a bigger share
of limited learning funds to
Southern NGO partners, and try
out new ways to learn from one
another.
Every year, boards should have a meeting for horizon
scanning, or for a consultant to come in and talk about
patterns in the external environment.
In our organisation, for 22 years, we dedicated a week
of each month to learning. This was our ‘home week’.
At every staff meeting we have an agenda item on
‘what we have learnt’ which creates space for all levels
of learning — we keep track of this in a learning journal.
“
”
18. Managing disruptive change
November 2015
INGOs as supporters of
change management
Funding and coalitions
Effective organisational
development and
change management
must be funded.
Effective organisational
development (OD) approaches
minimise the disruptive impacts
of change, positive or negative.
Flexible OD funding is in short
supply, and can be hard to
access. Could INGOs better
integrate funding for this into
project-based support?
Projects, in many ways, kill organisations. They make
us lose our strategic focus.
You just can’t fund organisational jumps through project
funding. MacArthur is one of our key donors, and gave
us a grant to strengthen our organisation, to do a new
website and produce a strategic plan. Without this
support, we wouldn’t have a coherent strategy.
“
”
International networks
and coalitions could
play an enhanced role
in enabling peer
support and learning for
management of
disruptive change.
The international network or alliance can enable each
[member] to handle [potentially disruptive issues] more
effectively in their national setting.
There is no way you can deal with [climate change]
only in the South if you are not connected to the same
approach in the North.
“
”
INGOs could consider supporting
a peer to peer support network
on managing disruptive change,
or explicitly seek to integrate a
‘change management learning’
component within existing
relevant networks.
19. Managing disruptive change
November 2015INGOs as organisations
facing change
Many INGOs are making and
implementing plans for getting good at
disruption.
There is inspiration for INGOs from Southern
NGOs that are doing disruption well.
20. Managing disruptive change
November 2015INGOs as organisations
facing change
Transferrable insights:
Southern NGOs are diversifying
their skills in response to disruption
in the operating environment. Gaps
remain, e.g. in natural and physical
science for climate mitigation and
adaptation. INGOs can learn from
diversification and help partners fill
gaps.
In a typical screening in development agencies, you look at the number
of years of experience, and you weigh them and so on. To us that’s not
really the point. The person should be really driven and motivated to
make a difference. It’s hard to judge that by looking at CVs. So our
policy is to ask for a one-minute video first, about why [the candidate is]
the best for the job. We get a sense for what kind of person they are;
what kind of drive [they have]. That’s the first thing. Without that, it’s
hard to run an organisation at the forefront of disruptive change.
“
”
Distributed leadership models in
some Southern NGOs appear to
deliver strong staff commitment,
experimentation, and resilience in
the face of disruption.
We try to be as open as possible so that people don’t have fear. Fear is
a real block for creating change and learning.
“
”
21. Managing disruptive change
November 2015INGOs as organisations
facing change
Implications for INGOs
As civil society actors preparing for disruption,
INGOs can learn from inspirational examples of
organisational practices in Southern NGOs.
Could INGOs do more consciously to integrate
learning from Southern NGO change
management and disruptive innovation into
their processes?
22. Managing disruptive change
November 2015
INGOs as disruptors of
Southern NGOs
INGOs can cause negative disruptive
change for Southern NGOs.
Southern NGOs have practical insights into how
INGOs can minimise and avoid negative disruption
out of their own operating practices. For many,
there can be little practical distinction between
bilateral donors and INGO funders.
23. Managing disruptive change
November 2015
INGOs as disruptors of
Southern NGOs
Three broad categories of insights from our
interviewees:
Competitive impacts of disintermediation
• commitment to enhanced agency and empowerment
Changes of direction
• changes in funding policies and priorities
Tendering and consortiums
• terms of reference and proposal evaluation criteria
24. Managing disruptive change
November 2015
INGOs as disruptors of
Southern NGOs
Disintermediation needs to be re-
connected with Southern empowerment
Equal partnership can be
sacrificed in the
competition for scarce
resources.
The dynamic now for us is the dynamic of
competition as a result of disintermediation.
What would have been ideal would have been for
[Northern] members/partners to explore ‘equal
partnerships’/responsive programming together.
But they are not ready to do that because their own
organisational cultures are not ready… [And so] in
a way, we are disempowered by smaller CBOs who
will work with them on the basis that they ask.
The INGOs are maintaining old ethics and culture,
and perpetuating dependence – even when they
set up offices on the ground in the South… They
should aim to loosen their structures significantly —
so that they work towards genuine empowerment.
CBOs that are ‘INGO
condition- or contract-
takers’ can disempower
national NGOs that are
seeking to become equal
partners.
“
”
Many INGOs are seeking new
identities in response to the
dynamic of disintermediation.
‘Nationalisation’, relocation and
decentralization are among the new
approaches. A new dynamic of
competition between INGOs (or
former INGOs) and Southern NGOs
is emerging. INGOs need
consciously to create systems that
further Southern agency and
empowerment as they travel this
road.
“
25. Managing disruptive change
November 2015
INGOs as disruptors of
Southern NGOs
Good partnership means more attention
to INGO changes of direction
Southern NGOs know
that INGO partners’
sometimes need to
change policy or
approach. But sudden
change can destroy the
social and institutional
capital on which effective
development interventions
are built, and hamper
efforts to maintain
strategic direction.
A change in [INGO donor] policy is
understandable... but changing the geographic
focus is really hard for national NGOs to adjust to.
Why can’t they involve their partners in the change
process; make them understand what the change
means for them?
Impacts can be particularly
hard on ‘locally embedded’
NGOs with the strongest
community links.
“
”
Many Southern NGOs relate to
INGOs as donors. INGOs need to
lead the way in donor good
practice. Could grant agreements
and/or terms of reference for
contracts be ‘disruption-mitigated’,
e.g through provisions on advance
notification, simple impact
assessment tools, or phased
approaches to changes of
direction?
“
26. Managing disruptive change
November 2015
INGOs as disruptors of
Southern NGOs
Funding, tendering and consortiums
Consortia can force
Southern NGOs to
compromise in ways that
undermine long-term
strategies.
In a consortium, you need a common
understanding. That means that some part of the
consortium may have to compromise. The
compromise might be somewhere in the middle —
or it might be dictated by the bigger agencies
(because it can be easier to change the 30% than
the 70%). But if we compromise on our approach,
we also compromise on our long-term strategy.
An INGO’s core or
unrestricted funding can
easily become restricted
funding for Southern
NGOs.
“ ”
Could INGOs pilot Southern
NGO-centred ‘disruption impact
assessment’ of funding, tendering
and consortia arrangements, with
a view to making adjustments in
contracting and partnership
practices and advocating change
with donors?
“
Mandating consortia.. gives an unfair disadvantage
to local NGOs. For example, one requirement in a
recent situation was to have a UK regulated bank
account. That limits who can submit proposals to
like-minded agencies. If it’s always the same ones
getting the grants, it doesn’t open the way to
innovation.
”For local NGOs, it can be hard to access donors
directly, so they have to rely on international NGOs
— who make their own restrictions.
Criteria can be
exclusionary — to the
detriment of Southern
NGOs — and stifle
innovation.
”
“
“
27. Managing disruptive change
November 2015
Learnings for INGOs
• Southern NGO perspectives on disruption are as often ‘here
and now’ as connected to ‘mega-disruptors’ of development.
INGOs need to adapt framings of disruption to reflect this.
• INGOs that aspire to real solidarity with Southern NGOs, as
both change and adapt, need to behave like counterparts
and partners not donors or competitors.
• Increasingly squeezed space for civil society is creating
significant disruption for NGOs in the global South.
Interviewees were critical of donor focus on governments to
the exclusion of NGOs: INGOs need to step up advocacy on
Southern civil society roles in delivering the SDGs.
• INGOs must be prepared to share scarce organisational
development funds and pass more on to Southern NGOs for
strategy and learning.
28. Managing disruptive change
November 2015
Learnings for INGOs
What can individual INGO teams/functions do to help
Southern NGOs craft best practice ‘disruption-readiness’?
Advocacy
(policy and
campaigns)
Innovation Learning
Interviewees suggested
pathways for more effective
grant-making and funding
through support for
‘disruption-readiness’
(including via intermediaries
such as INGOs). They
stressed the importance of
policy engagement on the
operating space for civil
society.
Many Southern NGOs already see
innovation as a means to greater
local ownership of regional or
national development pathways.
INGOs could, if invited, help
Southern NGOs build the skills
needed to engage effectively with
the tools of the contemporary
mainstream innovation landscape,
and broker scalable outcomes.
Continual learning processes
are a key resource for getting
good at disruption. There are
implications for INGOs’ internal
processes as well as support to
Southern NGOs. INGOs can
get better at ‘disruption-
readiness’ by learning from
partners who live with
disruption as a fact of life.
29. Managing disruptive change
November 2015
Learnings for INGOs
What can different INGO teams do to support Southern NGOs
to get better at disruption?
Evaluation
Programmes &
‘mega-disruptors’
climate change,
urbanisation, migration,
demographic change
Business
models
Interviewees hinted that the idea
of ‘disruption-readiness’ could
help inform more effective
evaluation of development
outcomes, including by INGO
donors and partners. Adaptive
programming can generate
insights for anticipatory
disruptive change management.
INGOs can seek ways to link
Southern NGO ‘disruption-
readiness’ in the present to
shared learning and foresight on
how NGOs can get good at
‘mega-disruptors’. Climate change
and urbanisation could be good
starting points: their implications
can readily be connected to
existing experiences of disruption.
Interviewees suggested that tendering,
consortia, and grant arrangements
need to change if they are to minimise
disruption to Southern NGOs. INGOs
need to align their contracts with
commitment to sharing OD and
learning resources with Southern
partners. Business models and core
funds need to make more space for
INGOs to provide contracted input to
Southern NGOs at their request.