Efficient and effective governance requires influential and inclusive decision-making that may require radical changes. Leading Governance Innovation has been designed to help politicians and bureaucrats analyze their organizational needs, create a shared purpose around core values, and achieve results. The focus is on identifying solutions by analyzing existing adaptive problems.

The courses on governance innovation are for politicians and bureaucrats who intend to improve public service delivery for their constituencies or organizations. Our coaching team has provided coaching services to institutions such as the World Bank, GiZ, Ministry of Health, Melamchi Drinking Water Supply Development Board, and CTEVT. We currently incorporate the following frameworks into our courses on governance innovation:

Rapid Results Initiative

Rapid Results is a structured and strategic process that mobilizes teams to achieve tangible results within 100 days. It helps organizations to build on the outcomes of diagnostics (identified problem) and use learning of designed 100-days-projects to advance towards long-term goals. The process delivers tangible results and outcomes that matter to the goal of the organization and develops customized processes in order to do so. It empowers teams to set their own goals, actively pursue them, and builds capacity and confidence in the process. Following the process, teams will have addressed technical problems, as well as adaptive challenges.

Problem Driven Iterative Adaptation

Problem-Driven Iterative Adaptation (PDIA) is developed by Matt Andrews, Lant Pritchett, Michael Woolcock at Center for International Development at Harvard University. PDIA is based on four core principles. First, PDIA focuses on solving locally nominated and defined problems in performance (as opposed to transplanting pre-conceived and packaged “best practice” solutions). Second, it seeks to create an ‘authorizing environment’ for decision-making that encourages ‘positive deviance’ and experimentation (as opposed to designing projects and programs and then requiring agents to implement them exactly as designed). Third, it embeds this experimentation in tight feedback loops that facilitate rapid experiential learning (as opposed to enduring long lag times in learning from ex-post “evaluation”). Fourth, it actively engages broad sets of agents to ensure that reforms are viable, legitimate, relevant and supportable (as opposed to a narrow set of external experts promoting the “top down” diffusion of innovation).