Managing Global Issues: Lessons Learned
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AbeBooks Bookseller Since: 14 May Stock Image. Managing Global Issues: Lessons Learned. Published by Carnegie Endowment for Int'l Peace, Used Condition: UsedAcceptable Soft cover. Save for Later. About this title Synopsis: Globalization is pushing to the fore a wide variety of global problems that demand urgent policy attention.regi.janoszsigmond.ro/uj__/gygaqiv/facebookta-bakasnn-mesajlar-goerme.html
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Shipping Terms: Orders usually ship within 1 business days. Add to Wants. Taken together, these shifts provide opportunities for alignment of interests among the private and public sectors and host communities, and the creation of partnerships that can meet global health and safety challenges. Based on the work of FSG, Herman presented shared value as a management principle for corporate-sector engagement in global health and safety that differs from philanthropy and CSR.
Shared value focuses on solving societal problems through core business activities while creating economic value. Herman defined shared value as corporate policies and practices that enhance competitiveness of the company while advancing social and economic conditions in the communities in which it sells and operates, including reconceiving markets and products, reconfiguring value chains, and enabling local cluster development.
Herman suggested that part of the reason shared value has been received favorably by the corporate sector is that it meets businesses where they are and meets their responsibilities in terms of shareholder value. But she cautioned that because corporations will make business decisions based on where they have a competitive advantage and it will not be everywhere , corporate portfolios should not be just shared value. A robust portfolio also includes CSR and corporate philanthropy. Although shared value is a management principle for the corporate sector to use when addressing global health and safety needs, Herman presented the framework of collective impact as a mechanism for how to engage and leverage resources through partnerships.
Referencing the complexity, unpredictability, and scale of global health challenges, Herman suggested that collective impact provides an opportunity for stakeholders to come together around a common set of goals, share their lessons learned, and identify not only how to work together, but also determine where each stakeholder can contribute the most effectively to meet the collective goals.
Within a collective impact framework, stakeholders from government, nonprofit, philanthropic, and corporate sectors work together to solve a specific social problem through five conditions: A common agenda: A common understanding of the problem, a shared vision for success, and a shared strategy for change.
Shared measurement: Agreement on the ways success will be measured and reported, with a short list of common indicators identified and used for learning and improvement. Mutually reinforcing activities: A diverse set of stakeholders, typically across sectors, which coordinate a set of differentiated activities through a mutually reinforcing plan of action. Continuous communication: All players engage in frequent and structured open communication to build trust, ensure mutual objectives, and create common motivation. How do they become part of the public—private partnership; how do they engage in a conversation?
To develop trust, partnerships need to involve communities in design and implementation. Many workshop speakers repeated this lesson. As Jack Watters from Pfizer emphasized, the solution is about understanding what a community wants, not assuming what it needs. Developing community ownership and engagement that can sustain the impacts, Omaswa suggested, must come from working with communities, identifying their needs with their input, and listening to them.
But when you go away, I throw it away as well. To promote community ownership, Omaswa suggested growing capacity from within by supporting local institutions and governments to expand locally driven research, strengthen management and leadership, improve sharing of information, close the implementation gap, and improve monitoring and evaluation of performance. He recommended that partners or potential partners should advocate and promote good governance and accountable governments, and support local academic and technical professionals through professional associations, academies, universities, and think tanks.
Omaswa also emphasized the importance of local context—political, social, and cultural—and stressed that developing capacity for community ownership takes time and patience. Types of partnerships are detailed further in Box 1. In the 3 years following the development of its water purification packet, the company was only able to distribute 3 million packets globally.
To achieve better reach and distribution, the company started engaging in partnerships and now has distributed nearly million in the past 10 years. Tummon Kamphuis explained that although it was originally marketed as a commercial product for consumer markets in LMICs, the product proved challenging to market with sufficient return on investment, given the need for education and behavior change within communities that had not previously been introduced to this type of product.
Brenda Colatrella from Merck agreed that the benefits to corporations from their involvement in global health and safety initiatives, whether CSR focused or integrated into core business activities, are not limited to financial gains and include benefits such as improvements in corporate reputation and employee engagement. Speaking from a U. Katherine Bond from the U. She noted that although the foundation brings significant resources to the issues it addresses, such as funding and its convening power, it has limited staff and relies on partners for implementation to meet its organizational objectives.
To enable partnerships, the foundation has developed multiple financing mechanisms and tools. From an NGO perspective, David Oot from Save the Children provided several reasons why the organization engages in partnerships to further its mission: to generate and use evidence to leverage policy change; to leverage resources to support evidence generation, use, and expansion of program implementation; to achieve scale and greater impact; and to build local capacity. Providing a perspective from an organization that is building capacity in LMICs, Carel IJsselmuiden from the Council on Health Research for Development COHRED emphasized that achieving and sustaining global health is crucially dependent on the capacity of LMICs to use science and innovation to solve their own priority health and development problems, both on their own and in partnership with high-income countries and their researchers, innovators, and institutions.
COHRED is motivated to engage in partnerships for financing, technical support, and scaling and implementation to build capacity in LMICs and ensure that the development priorities of LMICs are represented within global health and partnership agendas.
Exploring Lessons Learned from Partnerships to Improve Global Health and Safety
Within the area of organizational behavior change, several other workshop speakers emphasized the need for mind-shift changes within organizations, and across sectors, to be able to effectively manage partnership engagement and operations. Drawing from the collective impact framework, Herman identified four critical organizational mindset shifts: 1 from technical problem solving to adaptive problem solving; 2 from short project cycles to commitments of 5 years or more; 3 from staff operating in risk-adverse cultures to entrepreneurial cultures; and 4 from competitors as enemies to competitors as potential collaborators.
Joe Ruiz from the UPS Foundation provided a specific example of this fourth mindset shift with the Logistics Emergency Team, an initiative of the Global Logistics Cluster, in which multiple corporations within the same sector are collaborating to respond to disasters and logistical supply management. Gliber emphasized the value of engaging partners, particularly partners that represent target communities, before the formal partnership formation stage.
This step ensures an alignment of interests among the partners, agreement on the objectives, and active engagement of all partners in the governance structure. Early within the partnership formation stage, Oot emphasized the importance of clarity of expectations and manageable interest of the partnership, and Bond underscored the need for clarity of goals and shared objectives among the partners. As the partnership is being formed, Gliber commented on the importance of defining roles for the all the partners, including responsibilities and expected results.
Beyond defining roles for the partners, Marks suggested defining who all of the actors are, who among them are partners, and if there are roles within the partnership for actors who not necessarily partners, but are still important stakeholders. A noted challenge in partnerships that focus on LMICs was establishing equity among the partners, as the available resources that each partner brings can vary significantly.
However, Sir George Alleyne from the Pan-American Health Organization emphasized that this challenge should not be a barrier to creating effective partnerships, and general principles to promote equity can be established. In developing a shared vision and strategy, Gibbons offered several important requirements: clarity on the unique assets each partner brings, development of a portfolio of opportunities within the partnership, and understanding of the implications of managing these assets and opportunities.
Susan Rae Ross from SR International suggested that partnerships need shared goals and objectives as well as shared risks within the partnership, and the partnership needs a structure that includes joint operations decision making and interdependent resources and approaches. Throughout this formation stage, Bond noted the challenge, but importance, of creating a space to cultivate trust and confidence within a group of stakeholders to successfully implement and operationalize the lessons being learned.
An important element of partnership operations that was mentioned throughout the workshop was governance. Ross noted that the varying governance needs and complexity of structures and processes will be based on the scope, size, and number of partners within the partnership. How will goals be operationalized? How will disagreements be managed? How will decisions be made? Slingsby from the Global Health Innovative Technology Fund in Japan provided an example of a unique model of governance that was developed to structure conflict of interest assurance mechanisms among the partners. He noted that the development of the governance model was the result of sustained dialogue among partners throughout the partnership formation stage during which potential conflicts of interest were discussed openly.
In addition to establishing partners, developing shared goals and strategies, and establishing governance structures, Watters commented on the need to create mechanisms that allow partnerships to course correct during their operations. He provided an example of a partnership where the science on which it is operating has changed in the interim and thus needs to adjust. Within the context of course correcting, Colatrella noted that the issues and concerns of different partners are not always transparent, and there is a need for established trust and respect among partners so they can communicate effectively about what is working and what is not, then course correct as needed.
Colatrella and Oot both commented on the importance of equally sharing credit for successes among partners.
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Ross emphasized the importance of discussing during the formation stage how recognition and credit about successes will be disseminated, as partners will have varying policies and procedures governing how they can publicly announce their involvement. Colatrella elaborated that many partners operate in highly regulated environments, and finding agreement on how to publicly disseminate information can be a challenge; however, sharing the credit and recognizing the contributions of all the partners is important for fostering shared ownership and responsibility.
Alleyne proposed that a better understanding of the distribution of partnerships, both thematic and geographic, would provide an opportunity to identify where partnerships are working and where there are potential gaps. Ambassador John Lange from the U.
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Foundation noted that the acceptability of certain principles around partnerships and their role in global health and scope of operations may vary among cultures, regions, and types of actors. A greater understanding of the perceptions of partnerships across contexts would be beneficial. Wendy Taylor commented on the growth of multiple stakeholder alliances. Although managing many different interests within the partnership presents challenges, there are opportunities for benefits from such partnership models, such as reduced transaction costs and developing more effective governance and funding models.
A better understanding of the complexities and benefits would be an important emerging area to illuminate. In addition to learning from successful partnerships, great opportunities exist to learn from failures.