The extent to which a UN Agency should centralize or decentralize is one of the most vexing questions in Organizational Design today. Typically UN leaders and staff view it as an ‘either/or’ choice: Should we group an activity together, or should we push it out to the regions and country offices? In truth, it is not a simple, binary answer and the arguements for both sides are persuasive to say the least.
Recently there has been growing recognition that most development challenges are in actual fact ‘wicked’ problem that requires development actors to recognize that the optimal management approaches will be iterative not definitive, and inclusive not technocratic.
Our core mantra is using our expertise to ensure success in our client’s career, success in our client’s team, and success for our client’s organization. While many consulting firms aim for large, multi-year, engagements, we prefer a flexible, agile approach that gives our clients the ability to take a more proactive role in their organizational […]
Edward leads Antylles’ Organizational Development professional practice area and our International Public Sector service practice. Based in Washington D.C., Edward advises and supports executive management and programme leaders in international organizations including the United Nations and International Financing Institutions. Over the course of almost two decades, Edward has lived and worked a number of donor, developing, […]
Dr. Gregory Wilson recently supported the UK Stabilisation Unit in preparing a Guide for first time staff and consultants being deployed by the SU to work in UN missions. The Paper provides practical advice on how best to prepare for such a deployment – how to function comfortably and maximize the effectiveness and contribution of staff within an often complex and unique environment.