MDF Annual Report 2018

This year has seen significant changes in the way MDF operates. A largely new leadership team has settled in, and momentum and energy have been restored after a testing transition from Phase I. A key aim of the leadership team has been to develop the program’s experimental culture to one that is more strategic while retaining its innovative character.

Refining our approach to systemic change has been at the core of this transition. In practical terms, this has led to us tightening up our analysis, strategies, interventions, partnerships and measurement, as well as our internal organisation and external communications.

We now define the market systems in which we work more clearly: at a ‘lower,’ less macro level and with clearer delineation of market boundaries, targeted populations and market functions to be changed. Clearly defining the market systems that we work in makes it easier to define the impact that we want to achieve – and to demonstrate that we have achieved it.