Category Archives: Organisational Issues

If you are struggling to find your ideal job, look first at what angers you.

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This may sound paradoxal, but it is a fact: When you work in a field where your passion lies you will be much more motivated to have an impact and to make things better. Let’s take an example: you go into a restaurant, the food is overpriced and not very good; the service is sloppy >>>

In the age of social media, clear ethical positions must be part of brand management

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In the age of social media, clear ethical positions can make or break a company’s reputation, + should be considered part of brand management. In the past, many companies posted general visions, which also included some basic ethical rules, but didn’t always worry too hard about seeing them implemented at all levels. Today, when a >>>

Hidden indicator of company culture

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Company culture is usually thought to be a reflection of the type of business the company is involved in, the types of people who work there, the country in which the company’s power base lies, or a combination of these factors. This is only partly true. These factors certainly play a role in refining the >>>

In today’s global world, multiple dimensions of culture affect performance; these include country, company, professional and age cultures.

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The most obvious reason for a misunderstanding with a colleague or business contact from another country is that the cultural norms in his/her country are different from those in one’s own. However, this is merely the tip of the iceberg. In fact, culture manifests itself in very different ways. Company culture has almost as much >>>

Translate the Impulses from the Eichholz Conference into Action!!

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My question/challenge to politicians: How can you personally help create the paradigm shift necessary to attain real participation from the German “Mittelstand” or mid-market companies in supporting development work around the globe? Let me explain my question.

Why are there no personal consequences in Development Cooperation? It is time to re-examine the incentives within aid organisations!

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 Anyone who has been involved in development can rattle off a list of failed projects or initiatives which not only didn’t meet the needs they were intended to address but actually had seriously damaging unintended consequences. While a few mistakes are inevitable and one should look at the whole picture, it is important to examine >>>

Donor Coordination 2: One solution lies in simplicity

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In the previous blog, the main challenges to effective donor coordination were discussed. With the growth in numbers and complexity of the donors, getting a handle on coordination will require more targeted efforts and difficult decisions on the part of donors and their partner countries. For the beginnings of a solution, let’s look at what >>>

Donor coordination 1: the challenges

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 If one assumes that donors are above all committed to poverty reduction and improving the lives of the populations in their target countries, it would seem logical to think that they would have a strong interest in closely coordinating their activities, in the aim of increased efficiency and impact. However, in spite of significant efforts, >>>

Centralisation and decentralisation – field office

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In the previous blog we looked at the role of headquarters.  Here the role of the field office is discussed, along with some of the pitfalls and how to solve them.

Centralisation and decentralisation in development cooperation – headquarters

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Having worked both in the field and at headquarters, I know the challenges and wishes of both. It is very difficult for international development organisations to find the right balance between sufficient headquarters control and a strong local presence in the beneficiary countries. Let’s look at the advantages and challenges on each side and analyse >>>