2008: Recognition of drivers to change and a launch of a holistic change process. Over the years, UNIDO has taken many steps to enhance incrementally both procedural and operational aspects of its work in line with the requirements and best practices of the UN system. In late 2008, after a stocktaking of various developments, it was noted that incremental improvements implemented over the years did not suffice to bring about a substantial modification of the business model and so permit the Organization to meet the increasing demand for its services. With a view to meeting the challenges devolving on UNIDO, it was decided to launch a holistic change process, encompassing the Organization as a whole. In November 2008 a Change management initiative was launched.

2009: Consultations with stakeholders. In April-June 2009, a number of interactions and informal consultations were held with the main UNIDO stakeholders, the Member States on the intended changes. Late 2009, an independent feasibility study on the change was carried out by a consulting company confirming the need for UNIDO to radically change in certain areas if the Organization wants to remain competitive.

2010: Launch of PCOR. A senior management retreat was held in January 2010 attended by experts from Harvard and Stanford Business Schools who presented their Leading Change and Organizational Renewal (LCOR) congruence model. On the basis of the feasibility study findings and the outcome of the retreat, it became clear that also all aspects of change – business processes and formal organization as well as people and organizational culture need to be considered in such a major change undertaking. After securing the necessary funds, UNIDO launched the Programme for Change and Organizational Renewal (PCOR) in February 2010, which was implemented over the period 2010 - 2013.

Way forward: Change at UNIDO is still at focus throughout 2014 and carried on in the post-PCOR era.

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