Download Global+Focus+Vol+05+Issue+02 (PDF, 72 pages, EFMD)
There are few people in the world who are challenged
to do so much with so little as those who work in the INGO
(international nongovernmental organisation) sector.
Working with few resources relative to the needs that exist
in the world and often little formal authority to change the
structural forces that lie at the root of problems faced by
society, INGOs nonetheless routinely take on an array
of complex challenges such as hunger, health and sanitation,
education, poverty and economic development, disaster
relief, discrimination and violence.
Their ability to be effective in addressing these challenges
affects the lives and livelihoods of billions of the world’s
people. But if they were better able to unleash their talent,
could they be more effective?
The short answer is a resounding “yes”. The Center for
Creative Leadership (CCL, www.ccl.org), a global provider
of executive education to develop better leaders, and People
In Aid, (www.peopleinaid.org), a non-profit network of more
than 180 member organisations dedicated to improving
organisational effectiveness within the humanitarian and
development sector worldwide, surveyed the sector. We
found that aid and development organisations are experts
at logistics and mobilisation but their impact is often limited
by weak leadership capacity and communications problems.