Why Organization project & Initiative were failed:

 more than one-third of the projects financed by the Agency were rated as unsatisfactory
by a 2004 UNDP audit.
 The audit identified several factors that negatively impacted the Agency's performance,
including
 overemphasis on project approval at the expense of implementation
 fomenting a "culture of approval," a lack of adequate ways to measure the sustainability
of Agency-funded projects
 a general lack of accountability for project performance
 Staff were promoted more on the basis of project approval rather than the effectiveness
of those projects at helping the cause of development
• Lack of trust: There was an enduring lack of credibility and confidence in
the motives of senior managers, among the senior managers many of
them are leading the current change initiative, which made it difficult for
people to trust & accept the change.

• Poor communication: Many employees were not informed that they

were not considered good managers or that they would not be selected
for the new organization. This lack of communication and transparency
led to cynicism and resentment among long-time employees.
Why Change Initiative failed

• Culture clash: The hiring of outsiders and the impact of this on the agency's
culture led to cynicism and cultural clashes. There was a perception that
brownie points were being given to the external hires, and anybody from the
outside was better than anybody from the inside. This led to the formation
of clusters and a lack of cultural orientation.
• Lack of inclusiveness: The Agency's culture was characterized as
individualistic, risk-averse, and arrogant, with little inclusiveness or a
willingness to compliment others. This resulted in a preference for complex
designs and a "star" mentality, which made it difficult to work as a team and
achieve the desired results.
Why Change Initiative failed

• Resistance to change: There was a widespread lack of trust in the organization, an

academic obsession with analysis, and a desire for perfection in work. This made
people critical of change and resistant to new ways of doing things.

• Misalignment between the proposed changes and the desired results: Although
the proposed changes aimed to improve the Agency's performance in promoting
the economic development of poor countries, the restructuring in Africa
produced shock waves, with a staff reduction of almost 40 percent. In the Latin
America restructuring, only about half of the incumbents were selected for the
new organization, and some people were being put back in technical roles where
they may fail to perform. This misalignment between the proposed changes and
the desired results undermined the credibility of the change initiative.
Recommendation:
• Build a culture of collaboration: The agency needs to develop a culture of collaboration
to break down the silos and help employees understand the benefits of networks. This
will help employees see how working across units can benefit them and the organization.

• Communication and education: The agency needs to provide a clear understanding of

the network structure and its benefits to all staff. This can be achieved through training
sessions, seminars, and other forms of communication to ensure all staff understands
the change initiative.

• Empower lower-level staff: To ensure that the agency is not bureaucratic and rigid, it is
important to empower lower-level staff to make decisions and contribute to the change
initiative. This will make them feel valued and more engaged in the process.
Recommendation:
• Address concerns and skepticism: Address the concerns and skepticism of staff by
providing them with clear and concise information about the change initiative. This
will help build trust and credibility and reduce resistance to change.

• Monitor progress: The agency needs to track the progress of the change initiative and
measure its impact on the organization. This will help identify any issues and make
adjustments as needed to ensure the success of the change initiative.

• Provide visible leadership: Senior management needs to provide visible leadership to

support the change initiative. This includes communicating a clear vision, leading by
example, and providing the necessary resources and support to implement the
change successfully.