As a global NGO working in 45 countries, ActionAid International aims to eliminate poverty by addressing its underlying causes like inequality and injustice. This case follows a string of revolutionary transformations executed by the organization's CEO, Ramesh Singh--a power shift from its headquarters in London to an international secretariat in Johannesburg; a new federated governance structure that increases the sway of units in Africa and Asia; and, initiations in the responsibility and lucidity to the poor communities with which it operates.
Besides as Singh gets prepared to step down succeeding seven years, he's faced with challenges from recently empowered country units that he feels danger taking the organization in the wrong way. How will the divisions between the Southern and Northern units play out? Just when it's getting to be a global player, will they tear the business apart?
PUBLICATION DATE: October 27, 2010 PRODUCT #: 311004-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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