Why organisational change

Public organisations are the scenario where decisions are designed and implemented. This is a result of various roles they need to fulfill: convene relevant stakeholders, provide a space to discuss ideas and get to multi-actoral agreements, build the skills of their staff and support career-paths of outstanding policy entrepreneurs and leaders. However, daily pressures to do and deliver prevents organisations to work at the most of their capacity. How many times do organisations, its leaders and staff make time to reflect about current situations and how to improve in the near future? And even if they do, to what extent the context in which they perform allows them to do things differently?

P&I is passionate about helping both public agencies become the organisations they want. For this reason, P&I and INASP co-developed a conceptual framework to help identify their main challenges in relation to the production and use of evidence, as well as detect the main areas of change and co-design strategic approaches to make the most of the context in which they perform. The framework contemplates six dimensions of analysis: the macro context, the intra and interinstitutional relationships, the organisational culture, the organisational capacity, the existing processes and the resources.

To test the potential of the framework to improve the capacity of institutions to produce and use evidence, two pilots were developed with public agencies in Peru and Ghana, which consisted of a diagnosis followed by a change plan. Both pilots have contributed with valuable lessons to P&I’s work in the field of evidence-informed policies.

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