An international NGO with 15 years of India presence had grown opportunistically into 7 programmes across 4 thematic areas. The breadth was affecting funding credibility and operational efficiency. Leadership needed a sharper, more focused direction.

The engagement revisited the fundamental rationale for the India presence — mission, theory of change, and thematic priorities — and led to decisions on programme portfolio, a geographic and partner strategy, and a revamped operating model with the structure and capabilities needed for growth.

Outcome

India Country Strategy providing focused thematic direction, an optimised programme portfolio, and a new operating model designed for impact at scale.

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