The illustrations and descriptions in this internal diagnostic service case study rely on previously completed work (September to December 2012) for the complex adaptive system that is the Dutch government’s public-private partnerships funding program for sustainable agricultural value chain development. Two ministries are involved – Foreign Affairs and Economy (which includes Agriculture and Food Security). A joint task force oversees foreign aid for sustainable development.
Processes and flows are complex and complicated in the context of this case study. Numerous internal stakeholders are involved in policy implementation and decision-making. As many external stakeholders are involved in the design, planning and implementation of funded projects that comprise the investment portfolio. Public-private partnership (PPP) portfolio managers must align their goals coherently with policy objectives for the sustainable development program.
Many factors raise the uncertainty and complexity of the operating model for portfolio managers such as those emanating from the target context – primarily subsistence farmers in less development countries in this case context. Operating conditions are rife with inadequate or unreliable data flows and are far more volatile and ambiguous than the home jurisdiction of the ministries (The Hague).
Internal diagnostic activity utilizing human-centered design research methods such as indepth interviews, participatory workshops, and visual ethnography of the policy implementation and portfolio management process. Diagnosis was co-developed with with various civil servants from both ministries in workshops using the empirical evidence gathered in cooperation. Interdisciplinary groupwork and dialogue facilitated shared narrative building and aligned vision and intent with goals and actions. Assumptions were revealed and tested for viability.
Multiple project outcomes were thus brought under each funding program’s umbrella strategy.Risks, uncertainties, and conditions of volatility and ambiguity were revealed across organizational boundaries and teams, contributing to improvements in portfolio management of the entire PPP pipeline, projects, and proposals. A team of two people in cooperation with internal stakeholders is more than enough to complete such a diagnostic exercise within 12 to 15 weeks depending on the complexity of the situation. Contact me to discuss this service.
