Why Change? Why Now?
As rural communities across the developing world feel the heat of climate change, sky rocketing food prices, and energy crises, CGIAR knowledge and technologies have never been more critical.
Growth in middle income countries is increasing food demand, while natural resources are over stressed and readily available arable land which could support increased food production is non existent.
Meanwhile, the world of agricultural research has shifted dramatically. With the rapid growth of the national agricultural systems in Brazil, China and India the space that international research centers occupy has altered. Some national institutions challenge the ability of the CGIAR to partner equitably or meet their needs. The entry of strong new actors into the field of agricultural research is further challenging the role of the CGIAR as a major player in the world of international agricultural research.
The CGIAR may no longer be perceived as the critical provider of solutions for agricultural productivity, natural resource management or policy advice. As a result, CGIAR Center funding is not increasing in proportion to client needs.
If these trends continue, and the CGIAR does not adapt, the CGIAR will rapidly become irrelevant.
It is for these reasons that the CGIAR has launched a major change initiative.
The good news is that the CGIAR has never been more open to change.
With new leadership including a strong Alliance of Centers, the CGIAR is ready to develop a new vision and put it in place. The CGIAR leadership believes it is time to challenge the System’s sacred cows including multiple governance structures, donor sovereignty and center autonomy and take bold and strategic steps designed to reinvigorate the CGIAR and re-claim our leadership in international agricultural research.
Ever since the 1980s, the CGIAR and individual Centers have suffered numerous re-organizations, with little to show in terms of improved efficacy and efficiency. On the contrary, scientists have been burdened with administrative and bureaucratic duties that conspired against time and effort dedicated to research. The present initiative claims to address some of these issues but appears to create yet again a top heavy layer of bureaucracy.
Organizational schemes are seldom, if ever, the cure for underperforming institutions. This is a well known and worn dictum of administration, yet people insist in falling in this trap since it is always easier than forcefully addressing the vision and mission, if any, of the institutions. Research administrators and science bureaucrats sitting in comfortable offices in the Western capitals are not equipped to deal with these issues.
Thank you for your comments and opening up a discussion on some of the risks inherent to any reform initiative. Indeed, the CGIAR is no stranger to reorganization efforts and your concern over how this change management process is different is well understood. This change initiative must be different. Recent global developments and emerging challenges have brought in a new era for agricultural research, and the CGIAR no longer has a choice to change or maintain the status quo. In order to remain relevant and continue to provide the agricultural research solutions the world desperately needs, the CGIAR must evolve to become more effective and efficient.
Your point on the fundamental importance of vision and mission is absolutely on the mark. That is precisely why the 2008 Change Management initiative tackled this issue first, identifying a new vision and strategic objectives (LINK) to guide the CGIAR’s future work. The institutional and governance changes crafted during the debates and dialogue of the change initiative are designed precisely to overcome the bureaucratic obstacles you so rightly identified as a resource drain at the expense of good science. The new model of working on the basis of performance contracts through the Consortium of Centers will put science first and shift the focus from perennial fund raising and duplicative reporting to research results and development impact.
As we enter into 2009 we are beginning an exciting and challenging year of transition. The views and concerns you’ve shared here are essential for keeping an open dialogue. Thank you for your participation in this process.
Katherine Sierra
Chair of the CGIAR and the Transition Management Team (TMT)
If only there were a plan, which all CGIAR staff could see, when and how they can get involved in shaping the Strategic Objectives by giving input into the Strategy and Results Framework and the Key Oppportunities within it.