CGIAR
CGIAR, by far the most complex organization reviewed in this book, has had an extraordinary track record of impacts on productivity growth. CGIAR’s mission has grown over time, beginning with germplasm research and becoming more complex. Donor expectations are high, while funding has stagnated, particularly since 2014. CGIAR’s latest reorganization, known as “One CGIAR,” is a major restructuring, against the background of a history of reforms. The System Board, newly named after “unified governance” became effective on October 1, 2020, is a self-governing mechanism of the System and Centers, intended to work better under the troika of managing directors that report to the unified System Board. In addition, inter-Center research collaborations have been occurring through Center-driven efforts, with benefits of lower operational costs and better ability to improve the quality of research through skill mixes. Partnerships with advanced country institutions have strengthened, as well as those with developed countries. Partnerships with developing countries were the foundation of CGIAR’s success during the Green Revolution, but over time, they have weakened, in part due to a shortage of resources and a growing research agenda. Stronger partnerships are also needed with the private sector.