A major global entity had been facing a sea change in the landscape of the poor and developing countries to which it provided financial and technical assistance. As well, direct competition was emerging from new and more user-friendly institutions. To remain relevant or even survive, the organization needed to reinvent an operating culture and strategy built over the many decades during which it was the only game in town.
A current Rivia partner created and led high-impact learning events, departmental off sites, and strategic planning sessions while simultaneously coaching senior leaders and management teams in field offices throughout South Asia, the Middle East, and Central and South America. The partner’s efforts engaged the larger body of frontline leaders in shifting the organization’s strategic focus and approach to working together.