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    Reimagining the INGO business model

    For several decades, project-focused funding in global health and development has shaped an INGO operating model that often fails to achieve results in the most efficient and scalable manner. In this guest column, Steve Davis, PATH's president and CEO writes that a shift is necessary and possible, despite the challenges.

    By Steve Davis // 28 May 2015

    International nongovernmental organizations need a new business model.

    For several decades, project-focused funding in global health and development has shaped an INGO operating model that often fails to achieve results in the most efficient and scalable manner. We need a new model that goes beyond siloed, short-term projects and fosters large-scale, sustainable innovation to deliver increased impact, smarter investment in INGO talent, and improved outcomes for donors.

    Traditional donor funding strategies have emphasized accountability for reaching defined goals and enabled cost comparisons. But they have many shortcomings. For example:

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    About the author

    • Steve Davis

      Steve Davis

      As president and CEO of PATH, Steve Davis combines his extensive experience as a technology business leader, global health advocate, and social innovator to lead PATH's work to accelerate lifesaving ideas and bring new health solutions to scale. PATH and our partners reach an average of 150 million people per year with innovative technologies and approaches that improve health and save lives.

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