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Forest Stewardship Council:
… its developing Strategy and Structure from a GAN Perspective
…making globalization work for all!
Steve Waddell - PhD, MBAChief Learning Steward & Founding Executive DirectorGlobal Action Network Net+1 (617) [email protected]
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Global Action Networks: Integrating Five Strategies
1. Being truly global and multi-level
2. Implementing interdisciplinary action-learning and reflective action
3. Building enduring yet nimble multi-stakeholder and cross sectoral, inter-organizational networks
4. Generating systemic change through a range of non-violent, boundary-crossing and diversity-embracing activities
5. Realizing the public good
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Several dozen GANs—and growing…• Building Partnerships for Development in Water and Sanitation • Climate Group• Extractive Industries Transparency Initiative• Fair Labor Association• Forest Stewardship Council • Global Alliance for Improved Nutrition• Global Compact • Global Fund to Fight AIDS, Tuberculosis and Malaria • Global Knowledge Partnership• Global Reporting Initiative • Global Water Partnership • Global Partnership for the Prevention of Armed Conflict• International Centre for Trade and Sustainable Development • Marine Stewardship Council• Microcredit Summit Campaign • Social Accountability International • The Access Initiative (TAI)/ Partnership for Principle 10 • Transparency International• Youth Employment Systems
Vision: a Vision: a healthyhealthy Global Global WorldWorld
The Size of GANs
A 2006 study of 17 GANs: Staff: 25/18 Annual budget: $9.9/$4.2 million
Development Stages and Activities
Initiation Problem/Solution Def.
Infrastructure Development
Realizing the Potential
Visioning ConveningIdentifying
leader-ship stake-holders
Defining the problem
Piloting a core physical technology solution
Building initial centralized network piloting structure
Broadening application of the physical technology solution
Deepening understanding of the problem and social technology solutions
Increasing network membership and decentralizing structure
Enhancing legitimacy and value
Creating inter-GAN connections
Creating global action norms
Increasing participation
Communications maven
Question 1: “Membership”
How can we be open and engaging? System Citizens Network Participants Organization/partnership/network
Decision-Makers Organization/partnership/network Funders
Question 1: “Membership”
Question 2: Glocal
How can we be Global and Local? The Global Steward:
Interfacing with global actors Connecting/synergizing the network Addressing disparities
The Local Steward: Testing Implementing Validating through real improvements
Question 2: Glocal
Question 3: NetworkHow can WE have “peer-like” relationships given
diverse “organizing logics” and resources? GAN-Global
Simply a distinct set of responsibilities
Stakeholder Groups Organizing around each groups’ core logic (market,
geography, community) Integrating diverse decision-making goals
(profitability, order, justice)
Sub-Divisions Organizing around core logic of issue (eco regions)
Question 3: Network
Question 4: EfficiencyHow can we maximize our resources’
impact? Defining compelling “coherence” activities Creating a solid “business” model Allocating resources to best address
(diverse) goals rather than power differences
Developing cost-appropriate decision-making processes
Question 4: Efficiency
Question 5: Movement
How can we build engagement and support? Shifting strategy -- and structure -- in
response to new factors. Building and maintaining trust and
legitimacy. Broadening leadership and participation.
Government
Busi ness
Civil Society
CivilSociety
BusinessGovern- ment
Question 5: Movement
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GAN-Net Activities 1.
Leadership(LeadCoP)
3.Measuring
Impact(ICoP)
5.Communica-tions
(ComCoP)
4. Generative
Change (GCCoP)
6.Knowledge &
Learning (K&LCoP)
7.Policy and Advocacy(PACoP)
8.Resource
Mobilization(RMCoP)
2.Strategy,
Structure & Governance(SSGCoP)
• Field-Building• Action
Learning/Advising
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…making globalization work for all!