Twelve Winds helped Panos London develop a new multi-year strategic plan.
Panos London is part of the Panos Network, an international group of charities working to ensure that information is effectively used to foster public debate, pluralism, and democracy.
Panos London had gone through a period of significant change. Over the course of several years, the organisation spun off its regional offices in the global south, creating an international network of independent, but linked NGO’s. This left the question of what role the UK office would take and how it would work with its new sister organisations.
Twelve Winds was asked to work with the Panos management team to develop a new strategic vision for the organisation.
Twelve Winds developed a four-phase strategy for developing Panos London’s strategic vision.
We start every engagement with a familiarisation stage. Using face-to-face interviews with staff, partner organisations, and funders as well as a detailed review of company documents, we built a strong understanding of the issues that Panos London addressed and its changing role in the network and the world.
- Stakeholder engagement
Panos London works in partnership with its sister organisations around the world, each of which has “sovereign” control over the work that takes place in their region. This meant that Panos London’s strategy had to be developed through meaningful engagement with each partner organisation. Panos London is also heavily dependent on a small number of key international statutory agencies that fund its work. This meant that the strategic vision had to be consistent with the strategic aims of the funders, or had to be strong enough to influence those funders to include Panos aims in their own plans. Twelve Winds worked with the Panos London team to engage with these key stakeholders, and others, to ensure that they were consulted and included at every stage of the strategy development process.
- Core values development workshop
Twelve Winds led a multi-day interactive workshop with Panos London staff. This helped the whole team understand the role of organisational core values and the benefits of having them clearly articulated, understood, and agreed across the charity. The workshop led the team through a guided process of visualising the ideal future of the charity, identifying the values required to make that vision a reality, and then specifying the actions and behaviours that would create the new reality. These core values and behaviours would underlie the charity’s work, how people interact with each other, and which strategies they would employ to fulfill their mission.
- Strategy formulation workshop
Based on significant research conducted by the Panos London teams, coupled with the input from stakeholder engagement, Twelve Winds led a multi-day interactive workshop with the Panos London management. This led the team through all of the steps required to develop their new strategic plan while engaging them in processes of reflection and development to increase their strategic awareness and ability.
- Strategic plan finalisation
Using the output of the workshop as a basis, Twelve Winds established Panos London’s Strategic Themes, Goals, Objectives, and Initiatives. We then developed a One Page Plan that includes all of the elements of the strategic plan in a simple easy to understand format that could be shared across the organisation and with key stakeholders.
With our help, the Panos London team now has an exciting strategic vision that will guide it in addressing pressing social and economic issues around the world. It will also provide the framework for how Panos London will work in partnership with its sister organisations across the international Panos Network.
According to the new strategy, Panos London’s mission is to stimulate informed and inclusive public debate around key development issues in order to foster sustainable and equitable development. Panos London’s aim is to ensure that the perspectives of the people whose lives are most affected by development (mainly the poor and marginalised) are included within decision-making.