IOD PARC supports MOPAN 4 methodology revision

Having worked with Mopan in different roles over more than two decades has been a constant reminder of how quickly the global environment sometimes changes and how slowly our economic and organizational theories evolve to match these changes. The latest Mopan framework captures some of this in a number of innovations. These have made the framework more robust to change and help capture the diversity of Development and humanitarian oriented organizations. It has also made the framework more complex. It is now up to implementing teams to make the best possible use of it and make sure to feed back lessons and experiences with applying it, so that the unique feature of constant adaptation and upgrading of the framework ensures its continued relevance and credibility.

📢 Introducing MOPAN's updated methodology: MOPAN 4 The multilateral system is evolving rapidly – in its complexity, funding dynamics and the challenges organisations face. MOPAN is adapting to these changes. MOPAN 4 represents a significant update to how organisational performance is assessed. It reflects a more comprehensive understanding of performance and a more robust way of measuring it.  The updated MOPAN methodology recognises that results are not only shaped by organisational effectiveness, but also by factors beyond an organisation’s control. It brings these considerations into the assessment process, offering a more context-aware and structured analysis. By evolving its methodology, MOPAN ensures that its assessments remain timely, relevant and credible. The goal remains the same: to provide impartial, evidence-based insights that support accountability and learning across the multilateral system.  🔗 Read more about MOPAN 4 on the MOPAN website: https://lnkd.in/ebVsUM5u

📊 MOPAN 4: A more connected way of analysing performance. The multilateral system has changed and so has the way MOPAN assesses it.  MOPAN 4 moves from a linear assessment model to a system-based approach. It reflects the interdependence between different aspects of organisational effectiveness and results. It recognises that results are shaped by multiple interacting factors, not all of which are within an organisation’s direct control. A new feature is horizontal analysis. This allows selected themes to be examined across the framework, highlighting connections between governance, operations, partnerships and results.  By bringing evidence together in this way, MOPAN 4 provides a more integrated and comprehensive assessment of organisational performance. 🔗 Read more on the MOPAN website: https://lnkd.in/ebVsUM5u

Pleased to have led the IOD PARC team that supported the MOPAN secretariat in designing the revised methodology. We introduced new features (including contextual “enabling environment” drivers of performance, horizontal linkages), streamlined and redrafted the performance areas and indicators, and enhanced consistency by making it applicable to all multilateral organisations (MO), while appreciating their differences. A MOPAN assessment can’t just be about the MO; it must include an understanding of the roles and behaviour of other stakeholders in the multilateral system, now more than ever.

📊 Why does MOPAN 4 matter? Because better evidence supports better decisions. MOPAN assessments inform how member governments engage with multilateral organisations, how resources are allocated and how the system learns and improves. MOPAN 4 strengthens this role by providing more context-aware and structured assessment, bringing together analysis of both results and the conditions that shape them. At the same time, it recognises the diversity of multilateral organisations. The updated framework combines: 🔹Core indicators applicable to all organisations  🔹Specialised indicators tailored to specific types. This ensures a consistent, yet adaptable approach, balancing rigour with flexibility. Grounded in evidence, drawing on document review, interviews, and surveys, MOPAN 4 will continue to deliver credible, evidence-based insights that support both accountability and system-wide learning. 🔗 Learn more on the MOPAN website: https://lnkd.in/ebVsUM5u

I was invited last week to speak as a guest lecturer in AUT’s Advanced Built Environment programme, delivering a session on NZS 3910:2023. I had the opportunity to discuss not only the technical aspects of the standard, but also the governance behaviours and decision‑making disciplines that sit behind effective contract administration. My appreciation to Associate Professor Mani Poshdar, Dr Katrina Rañeses, and Ali Bidhendi for the invitation and for the thoughtful way they integrate industry engagement into the programme. It’s encouraging to see emerging professionals engaging critically with the frameworks that shape our sector. Capability remains our most important asset. #NZS3910 | #Governance | #ProjectManagement | #Contract Auckland University of Technology

PEMF is growing quickly, but without clear standards, confusion, risk, and inconsistency follow. As regulations evolve and scrutiny increases, defining what responsible, professional PEMF practice looks like is no longer optional—it’s necessary. Join Dr. Jerry Dreessen live today at 1:30 PM ET as he introduces AOPP’s Professional Standards, what they mean for your practice, and how they strengthen credibility across the industry: https://brnw.ch/21x24Pc #PEMF #ProfessionalStandards #IndustryLeadership

IFINS — Institutional Insight | Monthly Edition National Development Plan (PND 2026–2030): from planning to delivery In a development plan, the real question is not only what has been planned. It is what is actually delivered. The PND 2026–2030 places Côte d’Ivoire before a decisive challenge: turning priorities into deliverables, commitments into results, and announcements into visible impact. For SMEs, the issue is very concrete. Better public implementation can mean: • greater predictability; • lower transaction costs; • a clearer, more stable and more operational business environment. The reference point is sober: the workshop dedicated to the 2026 Annual Budgeted Work Plan — PTAB 2026. Its value lies precisely there: translating strategic orientations into annual priorities, dated deliverables and regular follow-up. Three levers seem essential to me: 1. Clearly prioritise actions. Not everything can move forward at the same pace. 2. Set dates for deliverables. What is not dated becomes difficult to manage. 3. Ensure short, regular and operational follow-up. Implementation is corrected while moving forward. A simple indicator can serve as a compass: Executed PTAB = delivered vs planned. In other words: What was planned? What was delivered? Within what timeframe? With what observable result? In your view, which lever would be the most decisive for strengthening the implementation of PTAB 2026? A — Better prioritising actions B — Clearly dating deliverables C — Monitoring implementation more regularly D — Making results more visible For a deeper reading of the mechanisms, analytical nuances and institutional implications presented here, the attached PDF offers the full IFINS analysis. IFINS — Governance. Discipline. Trust. #DrDiomandeOus #IFINS #PND2026_2030 #CoteDIvoire #SMEs #PublicGovernance #PublicImplementation #Development #InstitutionalInsight

CBAM is not a risk—it’s an opportunity in disguise. Much like seeing a glass as half full, the real shift lies in perspective. Industries that look beyond compliance and embrace CBAM as a driver of innovation and competitiveness will not just adapt—they’ll lead. Consider below mentioned points and see the brighter side of CBAM 1. Export diversification → higher margins 2. Low-carbon products → price premium 3. Carbon efficiency → revenue lever Only mantra that we at KBS Certification Services Ltd. Suggest to Industries exporting to Europe “Shift from volume → to value-driven exports”

Setting up a GCC is a milestone. Building one that sustains growth, enables ownership, and scales without operational chaos is the real work. NCelerate helps organizations build GCCs designed for long-term capability, not just initial setup. #GlobalCapabilityCenters #BusinessTransformation #OperationalExcellence #ScalableGrowth #NCelerate