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Politics has become a central concern in development discourse, and yet the use of political analysis as a means for greater aid effectiveness remains limited and contested within development agencies. This article uses qualitative data from two governance “leaders” – the United Kingdom Department for International Development and the World Bank – to analyze the administrative hurdles facing the institutionalization of political analysis in aid bureaucracies. We find that programing,...
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Foreign aid is about charity. International development is about technical fixes. At least that is what we, as donor publics, are constantly told. The result is a highly dysfunctional aid system which mistakes short-term results for long-term transformation and gets attacked across the political spectrum, with the right claiming we spend too much, and the left that we don't spend enough. The reality, as Yanguas argues in this highly provocative book, is that aid isn't – or at least...
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This report is the second in a program of evaluations that the Independent Evaluation Group (IEG) is conducting on the learning that takes place through World Bank projects. Learning and knowledge are treated as parts of a whole and are presumed to be mutually reinforcing.
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This report explores how genuine institutional change takes place in fragile and conflict-affected states reforms can be supported.
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The Governance Practitioner’s Notebook takes an unusual approach for the OECD-DAC Network on Governance (GovNet). It brings together a collection of specially written notes aimed at those who work as governance practitioners within development agencies. It does so, however, without attempting to offer definitive guidance – instead aiming to stimulate thinking and debate. To aid this process the book is centred on a fictional Governance Adviser. The Notebook’s format provides space for...
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Demonstrating results has been a concern in international development cooperation ever since it was started and in recent years there has been an increased focus on achieving and reporting on “results”. Despite the fact that everyone involved in development cooperation wants to make a difference there has been a growing criticism from practitioners about the “results agenda” based on a concern that the approaches used are not fit for purpose. In the EBA-report, Cathy Shutt, at the...
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The United Kingdom’s (UK) Department for International Development (DFID) is an ambitious government department that is committed to reducing poverty and conflict overseas. Many of the issues on which DFID works are complex; whether focused on climate change, gender equality, health or other priorities, simple solutions rarely exist. And to tackle these complex challenges, DFID staff must interact with unpredictable systems of political, organisational and individual behaviours and...
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The purpose of this paper is to provide funders and implementers of market systems development (MSD) projects with principles, practices, and structures that enables these projects to thrive. It is based on a book that has sold millions of copies worldwide, and a school of thought taught at institutions such as Harvard Business School and practiced in companies ranging from giants such as Toyota to the most successful tech start-ups in Silicon Valley. Published in 2011, Eric Ries wrote the...
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As new technologies and digital business models reshape economies and disrupt incumbencies, interest has surged in the potential of novel frontier technologies to also contribute to positive changes in international development and humanitarian contexts. Widespread adoption of new technologies is acknowledged as centrally important to achieving the United Nations Sustainable Development Goals by 2030. But while frontier technologies can rapidly address large-scale economic, social or...
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Three strategies for international development organisations to solve problems without defining them.
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I recently had the opportunity to learn about General Mill’s (the US food giant) “emerging brands elevator” program (also known as 301 Inc). Traditionally, General Mills has grown either through mergers and acquisitions, or by building new businesses from the ground up. Increasingly, however, it found that small brands were much faster at innovation, so … Continue reading Building elevators for development mutants
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As part of a new series, we talk to Giulio Quaggiotto about the development ‘mutants’ – innovators working at the edge of the field.
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If you were looking for the cutting edge of the development sector, where would you go these days?
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