Reinventing an Organization to Do More with Less

The episode begins with a discussion about organizational change in complex institutions like the UN Refugee Agency (UNHCR). Kelly T. Clements shares how she navigated entering and reforming a large and traditional organization with a focus on managing bureaucracy and motivating teams. The context involves a global increase in displaced populations and shrinking resources, highlighting the need for operational efficiency and innovative reforms.

Kelly explains that her approach involved listening and learning from within the organization, understanding perceptions versus reality, and aligning with the new leadership’s vision. She emphasizes the importance of solutions-oriented strategies—shifting focus from emergency relief to sustainable solutions like self-reliance for refugees, even amid resource constraints. Priorities were set based on funding realities and strategic goals set by leadership.

Kelly discusses the ambitious transformation program undertaken over several years, which included decentralizing decision-making, overhauling systems and processes, and involving refugee voices. These reforms aimed to improve efficiency and responsiveness, particularly in the face of a massive income contraction in the humanitarian sector. Examples include adopting technology and innovation in connecting refugees, providing cash support, and streamlining operations.

To do more with less, the UNHCR partnered across sectors – notably with the World Food Program – to reduce costs by sharing resources like fleet management. The agency also shifted toward sustainable relief items and cash-based aid, which are more efficient, less fraud-prone, and better tailored to refugees’ needs. Innovation offices and accelerators have been created to test scalable ideas, emphasizing local engagement and technology to improve operations.

Kelly underscores the importance of fostering a culture of inclusion, empowering decision-making at the local level, and ensuring voices of staff and refugees are prioritized. She advocates for decentralization to promote faster, more effective responses, and stresses the value of community-led efforts over top-down approaches. These cultural shifts are designed to make the agency more adaptable and human-centered.

The episode highlights how funding cuts—particularly in recent years—have seriously impacted operations. Kelly describes a cautious, phased approach to managing decline, regional and country-specific assessments, and efforts to mobilize new resources. She emphasizes resilience through contingency planning, efficiency, and diversified funding sources, while acknowledging the emotional toll on staff and beneficiaries.

Despite austerity and organizational change, Kelly advocates for open communication, empathy, and a shared sense of purpose to keep staff motivated. She attributes resilience to dedicated personnel driven by a clear understanding of their impact, and discusses ways to sustain morale through constant updates, human connection, and emphasizing the importance of their work.

Kelly notes that the UNHCR has learned from corporate partners in areas like shared services, technology, and inclusive employment. She highlights examples like IKEA employing refugees and Vodafone’s innovative education programs as models for social-impact collaborations. The episode underscores that cross-sector partnerships and leveraging corporate expertise are vital for social impact and organizational agility.