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TACKLING GLOBAL CHALLENGES: Lessons in System Leadership from the World Economic Forum’S New Vision for Agriculture Initiative

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TACKLING GLOBAL CHALLENGES: Lessons in System Leadership from the World Economic Forum’S New Vision for Agriculture Initiative TACKLING GLOBAL CHALLENGES: Lessons in System Leadership from the World Economic Forum’s New Vision for Agriculture Initiative Jane Nelson and Beth Jenkins Tackling Global Challenges: Lessons in System Leadership from the World Economic Forum’s New Vision for Agriculture Initiative Written by Jane Nelson and Beth Jenkins Designed by Alison Beanland Cover photographs: African farmer insights from King David Amoah, President, Farmers Organization Network in Ghana, participating in a meeting of the NVA Transformation Leaders Network © World Economic Forum publications. Farmer, Mynmar © szefel/Shutterstock. Food vendor, India © trait2lumiere/iStock. Participants in a multi-stakeholder NVA working Group at the World Economic Forum Annual Meeting in Davos, including (from left sitting): Jackie Mkindi, Executive Director, Tanzania Horticulture Association; Berry Marttin, Member of the Executive Board, Rabobank Group; Agnes Kalibata, President, Alliance for a Green Revolution in Africa (AGRA); and Shenggen Fan, Director-General, International Food Policy Research Institute (IFPRI); and (from left standing): Ajay Vir Jakhar, Chairman, Bharat Krishak Samaj (Farmers' Forum India); and Thomas Nagy, Executive Vice-President, Supply Operations, Novozymes A/S © World Economic Forum publications. © 2016 by the CSR Initiative at the Harvard Kennedy School TACKLING GLOBAL CHALLENGES: Lessons in System Leadership from the World Economic Forum’s New Vision for Agriculture Initiative Executive summary 5 1. The need for system leadership 7 2. The New Vision for Agriculture story 10 3. Lessons in system leadership from the New Vision for Agriculture 16 Cultivating a shared vision for change 19 Empowering widespread innovation and action 22 Enabling mutual accountability for progress 25 4. Mainstreaming system leadership 28 Acknowledgements 30 Research background and methodology 31 Endnotes 32 “Ultimately, we need system change—the very nature of capitalism: what it means to be a consumer—to be a citizen. And to achieve this change, we must work in coalition. After all, business cannot stay on the sidelines of a system that gives them life in the first place.” Paul Polman CEO, Unilever and member, World Economic Forum Global Agenda Trustees on Food Security and Agriculture Remarks at UN Global Compact Summit, UN General Assembly, New York, 25 June 2015 “The innovative approach of the World Economic Forum’s New Vision for Agriculture initiative has generated extraordinary momentum to date, putting a transformational vision into action around the world. This approach can serve as a model for leaders seeking to address complex global challenges in many other sectors and regions.” Prof. Klaus Schwab Founder and Executive Chairman, World Economic Forum “To enable environmentally sustainable and inclusive agriculture growth we need partnership among stakeholders across the agricultural value chain, including government, domestic, regional and multinational companies, multilateral and civil society organizations, farmers, consumers and entrepreneurs. Farmers should be recognized as not only beneficiaries and producers but also as equal partners, at the center of the partnership, with significant involvement in the decision-making processes.” Estrella Penunia Secretary-General, Asian Farmers Association for Sustainable Rural Development and Member, Grow Asia Steering Committee “Only by rapidly transforming the agriculture sector can Africa meet the growing food needs of its urban population, while boosting incomes for millions of its farmers—the majority of whom are women—and creating much needed jobs. We must think differently: grow agriculture as a business, to become a wealth-creating sector, not one for managing poverty.” Dr. Akinwumi Adesina President, African Development Bank Group Inaugural speech, Abidjan, September 1, 2015 4 TACKLING GLOBAL CHALLENGES: LESSONS IN SYSTEM LEADERSHIP FROM THE WORLD ECONOMIC FORUM’S NEW VISION FOR AGRICULTURE INITIATIVE Executive Summary A special form of leadership, system leadership, is needed to tackle global challenges like food security, climate change, job creation, and gender parity. These challenges are complex and systemic, rooted in the accountability is both a powerful incentive and a critical actions and interactions of diverse yet interconnected, enabler. In a system, where stakeholders are interdependent, interdependent stakeholders. Leaders in business, they will only sustain the investment of time, effort, and government, and civil society increasingly recognize that resources needed to play their parts if the others do, too. they cannot be addressed in a top-down, pre-planned, linear fashion and that point solutions don’t work. Instead, Country ownership and action are essential for on the the solutions require stakeholders to change the way they ground impact and change. operate at the global, national, and local levels. Over time, they must develop new technologies, products, services, There is growing recognition that strong individual and business models, public service delivery models, policy and institutional system leadership, supported by strong regulatory innovations, voluntary standards, and cultural interactive structures, are especially important at the norms and behaviors that together deliver new results. country level. The need spans business, government, and System leadership can help align the efforts of diverse civil society—but efforts to drive systemic change cannot stakeholders in order to accelerate this process, and ensure be sustained or scaled without proactive leadership from that it delivers more sustainable, inclusive business growth government leaders and relevant ministries, or without and human development. clear alignment between national development priorities, public policies and market-based approaches. Country-led, Individuals, institutions, and interactive structures all country-based interactive structures that bring stakeholders have system leadership roles to play. together across sectors with the explicit purpose of fostering communication and collaboration and coordinating their Individual leaders and institutions across business, activities can help to achieve the necessary alignment. government, and civil society must pursue their interests in ways that benefit the broader systems in which they operate, The World Economic Forum’s New Vision for Agriculture recognizing that in the long term, the two are inextricably (NVA) initiative is one example of system leadership in linked. And innovative interactive structures—called practice, and a rich source of insight for those seeking to backbone organizations, multi-stakeholder initiatives, cross- exercise it. sector coalitions, or partnership platforms—must mobilize, support, align, and coordinate the efforts of individuals and The NVA aims to transform agricultural systems to improve institutions system-wide. food security, environmental sustainability, and economic opportunity. It is at a relatively early stage in what will System leadership works by cultivating a shared vision be a long-term process of mobilizing the wide range of for change, empowering widespread innovation and actors needed to drive systemic change. Nevertheless, it action, and enabling mutual accountability. demonstrates how individual, institutional, and interactive system leadership can come together to create momentum A shared vision galvanizes diverse stakeholders and helps for such change. In particular, the NVA demonstrates the to ensure that their efforts align, complement, and build potential of establishing interactive structures at the country on one another, producing better results faster than they level to coordinate the efforts of diverse stakeholders across could otherwise have done. While not all stakeholders will sectors and value chains. This report seeks to distill the be early movers, a critical mass of individual, institutional, lessons—and strategic questions—for system leaders in and interactive system leaders must innovate and act in agriculture, food security, and beyond. These are summarized order to “tip” the system and influence the rest. And mutual in the diagram on page 6. TACKLING GLOBAL CHALLENGES: LESSONS IN SYSTEM LEADERSHIP FROM THE WORLD ECONOMIC FORUM’S NEW VISION FOR AGRICULTURE INITIATIVE 5 To tackle global challenges, we will need to develop, rare combination of mindsets and skill sets. These institutions implement, and scale up diverse, interlocking solutions must adapt their internal organizational structures, processes that together transform entire systems—and we will and delivery models to be more effective at working in need to mainstream system leadership to achieve it. partnership and through broader networks. And they must make long-term investments in the interactive structures In 2015, the member states of the United Nations adopted that serve to strengthen communication, coordination and the Sustainable Development Goals, focused on 17 global collaboration among them. challenges, and endorsed historic agreements to tackle climate change and mobilize financing for development. None of this is easy. It requires a deliberate commitment of To realize these ambitious commitments, we will need more time, talent and financial resources. Yet it creates enormous than ever before to combine domain expertise and technical opportunity for impact, developing individual leaders, skills with the ability to think and act systemically. Companies, organizations, and systems that are fit-for-purpose in
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