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| WHAT
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Design
for performance is both an art and a science. This requires an understanding
of formal structures and insights about individual motivation. |
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| Unspoken
"rules of the game" define the context in which individuals'
actions are undertaken.
When financial
and other incentives are not aligned to desired outcomes, strategies
may falter despite latent stakeholder support.
GivingWorks
consultants are informed outsiders who can help clients recognize
patterns and learn from the past.
Emphasizing
transparency and realism, GivingWorks collaborates with clients
to design a program for change, addressing both formal structures
and underlying mindsets.
GivingWorks
helps clients:
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Assess
their processes and measurement practices, to obtain a clear
view of their ability to monitor strategic progress. |
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Develop and execute change management
programs. |
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Identify,
understand, and mitigate key risks. |
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Design
monitoring systems that provide
information across the organization without slowing the pace
of work. |
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| Organizational Assessment |
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Many events
can trigger the call for an organizational assessment: a change
in leadership, a major shift in strategic direction, a crisis of
accountability, or a renewed determination to take the organization's
performance to new heights. Many assessments are either "audits,"
focusing entirely on defects, or rationalizations of the status
quo.
GivingWorks'
approach to organizational assessments is characterized by respectful
but critical inquiry. Our work goes beyond describing the situation
to understanding the underlying organizational dynamics which lead
to patterns of success and failure.
Using customized analytical frameworks, we help organizations build
a causal map of the systems that they interact with, carefully define
the desired outcomes, and identify the impact of their actions on
the organizations and larger system within which the organization
inhabits. Our assessment provides client management with a rich
understanding of their organization’s historic performance
and latent capabilities, setting the stage for heightened success.
Highlight:
Assessing the World Bank's Strategic Compact
In 1997, the World Bank, responding
to internal and external calls for change, undertook an ambitious
program of reform. Called the Strategic Compact, the Bank's
reform program embraced a mindset of organizational excellence,
aiming to increase the development effectiveness of the Bank's
programs while shifting resources from overhead to the front
lines. Four years later, it was clear that the organization
had undergone significant changes. The question raised by
management and shareholders was: to what extent had those
changes accomplished the Strategic Compact goals? A GivingWorks
staff member worked as the lead consultant to those taking
stock of the Compact's achievements and the lessons for the
future. The team's findings
and recommendations, built on a frank, shared understanding
of the organization's journey, helped the Bank's executive
board and management recalibrate their mutual expectations
and future funding commitments. |
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Organizations are not static by nature; external and internal forces continually require them to react. We help organizations find an approach to change - both planned and organic - that allows them to continually and consciously adapt to changes in the environment.
Most organizations respond to increased demand for performance by establishing more rigid rules and procedures. Our experience suggests that this approach is often counterproductive. Our clients work in milieus that are both complex and uncertain. This requires organizations to be relentlessly focused on outcomes - and yet flexible in their approach.
Organizational dysfunctions occur when management structure, expectations and incentives, are not aligned with intended outcomes. Our approach to change management identifies the governance and behavioral changes necessary to unlock the organization's potential.
Highlight:
Facilitating the Merger between Communications Divisions
When a large organization's internal and external communications
divisions merged, much was at stake. Each group was responsible
for several products and services which affected different
internal and external constituencies. GivingWorks began
by undertaking a situation assessment, unearthing concerns
groups had about the merger and the organization's overall
approach to stakeholder communications. We then designed
and facilitated a retreat in which these critical issues
were brought to the forefront.
Through a series of candid and constructive discussions,
we helped forge a common vision and commitment; the criteria
for success of the new organization were clearly defined,
as were the challenges to getting there. Following up on
this successful retreat, GivingWorks produced an audience
segmentation and worked with individual teams to develop
and integrate a budget and performance framework for the
new division. |
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“GivingWorks
consultants bring to the task excellent minds, highly relevant
experiences, and a crucial willingness to listen and be
substantively responsive to client needs. Nazir Ahmad, president
of GivingWorks, is a resource we are privileged to draw
on for our effort to enhance strategic risk management.
He has made a number of valuable contributions to our thinking
and to the development of tools for broader risk assessment–as
a foundation for our formulation of country strategies.
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––
Enrique Rueda-Sabater, Director of Corporate Strategy &
Risk Management, The World Bank |
Uncertainty
comes from many sources. While most large social sector organizations
have systems for dealing with financial or technological risks,
other risks related to achieving outcomes often go unaddressed.
Neglecting these risks leaves organizations vulnerable, not only
to disappointing performance, but also to erosion of reputation
and stakeholder support. GivingWorks has developed tools to address
the complex and diverse set of risks inherent in public service
activities.
We work with clients to map the risks they face, with attention
to their likelihood and consequences. Our techniques range from
creative scenario generation to detailed quantitative methods. The
specific complement of tools is tailored to the needs and business
environment of the client.
Our approach to risk management integrates risk assessment with
mitigation strategy.
Mitigating risk is just as important as recognizing it. We help
our clients decide which risks to avoid, which to mitigate, and
which to accept. By recognizing and addressing uncertainties, our
clients can better adapt to changing circumstances and maximize
their effectiveness.
Highlight:
Diagnosing Performance Risks at the Frontline of Development
The World Bank has long recognized
the financial risks associated with its lending. But more
recently, it has taken greater notice of the equally important
non-financial risks associated with development effectiveness.
Although the Bank has developed respected methods to mitigate
sovereign risk, it did not have a systematic way to probe
and respond to these non-financial risks. GivingWorks was
engaged to develop a practical diagnostic tool to help World
Bank staff develop a comprehensive and nuanced understanding
of multiple risks. GivingWorks staff has helped several
country teams adapt their strategies to account for underlying
risks and constraints. |
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Information
is the lifeblood of an effective organization. Too often, poor information
flows limit an organization’s ability to successfully manage
operations and realize its goals. Information needs to be available
when, where, and how it matters most. GivingWorks helps managers
ensure that information sharing within an organization reinforces
strategy, empowers employees, and improves decision-making.
We design user-friendly tools that integrate financial and non-financial
information to give a complete picture of the organization's sustainability
and success. We help clients turn disparate data sources into a
cohesive system that produces actionable insights.
Highlight:
Helping Thailand Adapt the Millennium Development Goals
Upon endorsing the United Nations
Millennium
Development Goals (MDGs), the Royal Thai Government
recognized that it had a challenge. As a middle income country,
Thailand had met many of the goals - yet progress at the
national level obscured regional disparities and other issues
of concern. The Thai government, the UN and the World Bank
invited GivingWorks to design and present a day-long workshop
for senior officials from key government ministries. Our
framework for adapting the internally recognized MDGs to
the needs of Thailand were well-received. At the Thai government's
request, GivingWorks now serves as lead international consultant
on Thailand's MDG Report, working with a team of government
officials, donor agencies, and local experts. Throughout
this engagement, GivingWorks' role is to provide an independent
perspective, strategic guidance, and quality assurance.
Our key role is to advise on the appropriate selection of
performance indicators and targets, and ensure that data
collection and analysis are tightly linked to the needs
of decision makers.
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