Guest post by my former boss Mark Goldring, first published in the March edition of Governance and Leadership Magazine. Mark was chief executive of Oxfam GB from 2013 until January 2019. This article is based on a talk given to Civil Society Media’s NGO Insight Conference in November 2018. My last year as chief executive of Oxfam was dominated by the

Community Development guru Scott Guggenheim emailed some provocative thoughts on my piece last week on Mindanao, with much wider relevance to the localization debate, so I asked him to turn it into a blog. I like your piece but I’m a bit longer in the tooth than you and so slightly less optimistic. You are entirely right that the MILF

This post by Oxfam researcher Ruth Mayne was originally published by the UK network of development NGOs, BOND We know from successful campaigns in the past, such as the anti-slavery movement of the 19th century, that it is possible to achieve intentional systemic change, and that civil society can play a pivotal role.  But are civil society’s current approaches to

Earlier this week I chaired a fascinating discussion on the findings of a new paper on an adaptive management (AM) experiment by Christian Aid Ireland (CAI). The paper really adds to our knowledge of AM/Doing Development Differently: It looks at the work of an INGO, when most formally identified AM practice and research involves big bilaterals like DFID Linked to

I’m glad to see Penny Lawrence, an Oxfam big cheese for 12 years before she resigned so publicly last February, has been busy reflecting and talking to other leaders (and me) about how large lumbering INGOs need to change. She has put together a useful paper on the topic (a source of endless fascination to INGOs, maybe not so much to

I wish I was one of those people who can sit zen-like through a two day conference, smiling and constructive throughout. Instead I fear I come across as slightly unhinged – fidgety; big mood swings as I get excited, irritated or bored in rapid succession. The most recent example of my failings was a two day discussion at IDS last

Milton Friedman once said “Only a crisis – actual or perceived – produces real change. When that crisis occurs, the actions that are taken depend on the ideas that are lying around. That, I believe, is our basic function: to develop alternatives to existing policies, to keep them alive and available until the politically impossible becomes the politically inevitable.” Well

Hats off to World Vision for pulling together some analysis on where large international NGOs (INGOs) have got to on ‘Doing Development Differently’ (see the 2014 manifesto if you’re not up to speed on DDD). Up to now, NGOs have been rather quiet in a discussion dominated by government aid agencies, academics and thinktanks. World Vision asked Dave Algoso to

Guest post from Dhananjayan Sriskandarajah, Secretary General of CIVICUS. He can be found on social media@civicussg  Civil society is facing a sustained, multi-faceted, global onslaught. According to the CIVICUS Monitor, fundamental civic freedoms are being severely restricted in an unprecedented number of countries. The operating environment for civil society organisations is becoming more hostile across the world and many of us

For several years I’ve been filling the ‘token NGO’ slot at a series of meetings about ‘doing development differently’ (DDD) and/or ‘thinking and working politically’ – networks largely dominated by official aid donors, academics, thinktanks and management consultants (good overview of all the different initiatives here). Periodically, a range of NGOs appear on the scene, and according to ODI and

Kate Raworth came in last week to present her new book, Doughnut Economics (see my earlier review here or Simon Maxwell’s thoughtful summary/critique) and discuss its implications for Oxfam. After writing the initial DE paper while still at Oxfam back in 2012, Kate left to turn it into a book, so there was a definite air of the prodigal daughter returns.

With a few important exceptions, large international NGOs have been pretty absent from the global conversation about ‘Doing Development Differently’, but are they doing it anyway and just skipping the meetings? To find out, a group of LSE Masters Students analysed a bunch of case studies of Oxfam programmes claiming to pursue ‘adaptive management’ approaches. Their report is so interesting