In 2017, the Centre reported the results of a survey that revealed widespread dissatisfaction among ICSO leaders with their existing governance structures and mechanisms, as well as with the current balance of power within their organisations. Among the most frequently mentioned frustrations were slow decision-making, nagging questions of legitimacy and poor execution—and all of this despite the fact that some of these same organisations had engaged in governance reforms over the previous two years to address their issues.
This past September, leaders from eight ICSOs met in Berlin for the better part of three days to focus on how to best address these frustrations within their own institutions. At this Centre-sponsored Global Governance Lab, the participant cohort embodied a range of roles from board members to CEOs, from deputy secretary generals to program and governance directors. Collectively, they represented federations, confederations and unitary governance structures; faith-based and secular organisations; and humanitarian, human rights and development-focused INGOs, and together they possessed almost two centuries of experience in the civil society sector, with much of that time spent in leadership positions. Most of the participants represented organisations that were actively considering changes or updates to their current governance model and processes.
The starting point for the group’s exploration was to assess in what specific ways the formal and informal power dynamics and governance structures currently at play either helped or hindered the realisation of their organisation’s intent. While each organisation had its own unique answers to this question, a number of themes emerged across the ICSOs. In fact, despite differences in formal governance structures and processes, the issues identified by the leaders in the Lab were strikingly similar across the cohort. Some of the common themes that emerged were as follows:
Interestingly, while all the organisations who participated in the Lab identified specific changes they needed to make to better achieve their organisation’s intent, the changes that were most frequently highlighted did not involve transforming the formal governance structures or processes. Instead, their recommendations most often cited shifting the informal yet potent power dynamics in their organisations. We will cover these specifics in our next instalment of this blog.
Ed Boswell, CEO and Co-Founder, Conner Advisory
(Along with Wolfgang Jamann, Ed co-designed and co-facilitated the Global Governance Lab.)