I hate the corporate machine. Don’t get me wrong, I’m not a rebel without a cause, hiding behind the façade of “fighting the man” –an undefined man, with the brunt of my anger being placed on a different victim on any given day. I do, however, hate the corporate machine.
Anyone working in development will echo my sentiments. An idealist will tell you it is because we believe so wholeheartedly in our cause. A pessimist will tell you it is what we tell ourselves to comfort our cold penniless nights and empty bank accounts. The reality? Balash neksif ba3d.
A few weeks ago, however, I came across an article that challenged my conceptions about “the machine”. This article, featured on The Daily Beast, chronicled Coca-Cola’s attempts to utilize its supply chain model to disseminate AIDS medication in Africa. The American beverages giant opted to use its expertise to help Tanzania develop basic supply-chain management, bolster its public health infrastructure, incorporate software in its distribution and devise a stock-management system. The success of this pilot project not only resulted in plans to launch it on the national level in Tanzania and expand to Mozambique, it also showed the world a new model of public-private partnership. It showcased the private sector’s ability to make a positive impact on development by doing something other than throwing money at the problem and expecting glitzy media coverage. All they had to do was share their know-how.
As I shared this at work, I was met with an unexpected reaction from a colleague I greatly admire – “I wouldn’t be as good at what I do if I didn’t have a private sector background. You have to work in the private sector at some point in my life.” I was shocked! Where was the hate? Had she given up fighting the good fight? Noticing my shock (and some not-so-subtle sell out jokes) she went on to tell me about her previous experience. She explained that nonprofit organizations often suffer from a lack of structure and organization. What the private sector lacks in soul, however, it more than makes up for in these two key elements. All joking aside, the main criticism – and in my humble opinion a fundamental issue in the field of development – is the inefficiency of non-profit organizations. An obscene amount of money is put into development with very little to show for it. While there are a multitude of reasons for this phenomenon, inefficiency and lack of strategic vision are at the top of that list.
Through it all, my experiences have taught me two things. First of all, it is important to alter our approach with the private sector. Start by speaking their language. If they think in numbers and are not interested in the human aspect, don’t scoff at them from Mt. Holier-than-Thou (we’ve all met our share of obnoxious do-gooders). Instead, acknowledge and respect that. Better yet, use it. Give them different ways to get involved and change the perception that we see them as nothing but cash cows . Secondly, it is important to look inwards. You will find a great deal of what is wrong with NGOs stems from within. While the value of our work is indisputable, and is of a very sensitive nature, it is not a green card to operate as we please. Instead, it should be an even greater impetus to perform in the most efficient and organized way possible. If the private sector fails, the numbers suffer. If we fail, human do.
WE SAID THIS: Maybe they aren’t so evil after all? And maybe the problem with how NGOs function is that they function as NGOs? Until we figure out these answers, I will keep fighting the good fight!