Salar khudadad (28 risultati)

PAP. Condizione: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condizione: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condizione: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condizione: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condizione: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condizione: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condizione: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condizione: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condizione: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condizione: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condizione: New. New Book. Shipped from UK. Established seller since 2000.

PAP. Condizione: New. New Book. Shipped from UK. Established seller since 2000.

Taschenbuch. Condizione: Neu. Neuware - Political will overrides analysis. Directives arrive before context is understood. Implementation gets treated as a downstream step - when it's actually the thing that determines whether a policy delivers.The Implementation-Centered Policy Model (ICPM) starts from the observation that, in humanitarian settings, the standard linear policy cycle does not reflect how decisions are actually made or how policies succeed or fail.This guide changes that. Developed by humanitarian practitioner Salar Khudadad from field experience across Iraq, Sudan, and the MENA region, the ICPM places implementation at the heart of the policy cycle - and provides policy officers with a practical structure for working with it.What this guide covers: - The two real drivers of humanitarian policy - need and political will - and how to identify which one is dominant in your situation- The ICPM framework: how inputs, decisions, implementation, and outputs connect, and where evaluation fits as a continuous function rather than a final step- The ten activity domains inside implementation, and how to assess which are planned and which are gaps- How to apply the OECD evaluation criteria at any stage of the policy cycle, not just at the end- Three scenario types: top-down directives, bottom-up problem identification, and policies under mid-implementation pressure, with worked guidance for each- Practical guidance for inheriting a policy mid-cycle, managing the gap between what was approved and what can be delivered, and knowing when a policy has reached the end of its useful lifeWritten for humanitarian policy officers at the field or headquarters level who need a structured way to think about policy that reflects how the sector actually works. Not a theory text. The sections are short. The guidance is designed to be used in the course of real work.The ICPM was first developed in September 2021 and introduced as a LinkedIn article in June 2022. A short version appears as one chapter in Humanitarian Perspectives. This guide is the full, standalone version: the complete framework, diagnostic tools, and worked scenarios that the essay format didn't have room for.If you work on policy design, implementation, or review in a humanitarian organisation, this is a working tool, not a shelf reference.…

Taschenbuch. Condizione: Neu. Neuware - Six proven business strategy tools. Adapted specifically for how nonprofits actually operate.Nonprofits face growing pressure to demonstrate impact and effectiveness with limited resources. Business strategy tools built for the private sector can help - but only when adapted to a mission-driven context rather than applied off the shelf.This book breaks down six established frameworks and shows exactly how to apply each one inside a nonprofit organization, with practical examples throughout.The six tools: - SWOT Analysis - identify internal strengths and weaknesses alongside external opportunities and threats- PESTLE Factors - assess political, economic, social, technological, legal, and environmental pressures on your operations- The 7S Model - align strategy, structure, systems, shared values, style, staff, and skills- Porter's Five Forces - understand competitive pressure, funding dynamics, and partner/donor leverage- Business Model Canvas - map how your organisation creates, delivers, and captures value, and identify new revenue streams- Blue Ocean Strategy - find underserved needs and differentiate your organisation's approachDrawing on humanitarian and nonprofit leadership experience, Salar Khudadad shows how each tool applies to real nonprofit decisions - not just theory, but how to actually use each framework in your organisation's context.Whether you're a nonprofit leader, staff member, board member, or volunteer, this book gives you frameworks you can put to use immediately.…

Taschenbuch. Condizione: Neu. Neuware - Humanitarian organizations are not failing for the reasons they usually blame.Not funding. Not donor politics. Not host governments. Those constraints are real, but they are not the whole story. The bigger, quieter problem sits inside the organizations themselves: in the layered approval chains, the disconnected program-operations-advocacy silos, the risk management built for headquarters rather than the field, and the monitoring systems designed to satisfy donors rather than help anyone learn.The Alignment Gap is built on Mandate, Incentive, and Capacity Alignment, a way of reading organisational failure I developed over fifteen years working in field and headquarters roles across Iraq, Sudan, and the wider region. Every humanitarian organisation runs on three things: what it says it exists to do, what it actually rewards, and what its systems can actually deliver. When these fall out of alignment, the organisation underperforms its own mission, no matter how much money it raises or how good its people are. This book is my own analysis of exactly where that gap opens and why, not a management theory borrowed from a business school, but a way of looking built from watching the same failure pattern recur, response after response, country after country.Each chapter takes one recurring failure point, bureaucratic layering, program-operations-advocacy silos, headquarters-field risk mismatches, compliance-driven MEAL systems, staffing and handover gaps, imbalanced local partnerships, donor-driven funding architecture, and leadership dependent on individuals rather than systems, and traces it from cause to cost to fix, tagging exactly which two of the three, mandate, incentive, capacity, are pulling apart in each case.Inside, you'll find: - Mandate, Incentive, and Capacity Alignment: a working way to locate exactly where an organisation's stated mission, its actual incentives, and its real capacity have come apart- Eight recurring failure patterns, each traced from cause to cost to fix, with a named diagnosis for every one- Anonymised composite cases drawn from years of field and headquarters experience- A one-page quick-reference guide: the single highest-leverage fix for each pattern, built to hold up against your own organisation without rereading the whole bookWritten for senior managers, country directors, program managers, MEAL officers, HR and operations leads, and anyone inside an INGO, UN agency, or donor institution who has ever wondered why the mission and the org chart don't seem to agree.Salar Khudadad has spent over fifteen years in field, country, and headquarter roles across Iraq, Sudan, and the wider MENA region, with organisations including WFP, OCHA, Save the Children International, MSF, and NGO Coordination Forum. He is the author of several practitioner books and a contributor to the Handbook on Humanitarian Crises (Edward Elgar Publishing, 2025).…

Taschenbuch. Condizione: Neu. Neuware.

Paperback. Condizione: new. Paperback. Political will overrides analysis. Directives arrive before context is understood. Implementation gets treated as a downstream step - when it's actually the thing that determines whether a policy delivers.The Implementation-Centered Policy Model (ICPM) starts from the observation that, in humanitarian settings, the standard linear policy cycle does not reflect how decisions are actually made or how policies succeed or fail.This guide changes that. Developed by humanitarian practitioner Salar Khudadad from field experience across Iraq, Sudan, and the MENA region, the ICPM places implementation at the heart of the policy cycle - and provides policy officers with a practical structure for working with it.What this guide covers: The two real drivers of humanitarian policy - need and political will - and how to identify which one is dominant in your situationThe ICPM framework: how inputs, decisions, implementation, and outputs connect, and where evaluation fits as a continuous function rather than a final stepThe ten activity domains inside implementation, and how to assess which are planned and which are gapsHow to apply the OECD evaluation criteria at any stage of the policy cycle, not just at the endThree scenario types: top-down directives, bottom-up problem identification, and policies under mid-implementation pressure, with worked guidance for eachPractical guidance for inheriting a policy mid-cycle, managing the gap between what was approved and what can be delivered, and knowing when a policy has reached the end of its useful lifeWritten for humanitarian policy officers at the field or headquarters level who need a structured way to think about policy that reflects how the sector actually works. Not a theory text. The sections are short. The guidance is designed to be used in the course of real work.The ICPM was first developed in September 2021 and introduced as a LinkedIn article in June 2022. A short version appears as one chapter in Humanitarian Perspectives. This guide is the full, standalone version: the complete framework, diagnostic tools, and worked scenarios that the essay format didn't have room for.If you work on policy design, implementation, or review in a humanitarian organisation, this is a working tool, not a shelf reference. This item is printed on demand. Shipping may be from multiple locations in the US or from the UK, depending on stock availability.…

Paperback. Condizione: new. Paperback. Humanitarian organizations are not failing for the reasons they usually blame.Not funding. Not donor politics. Not host governments. Those constraints are real, but they are not the whole story. The bigger, quieter problem sits inside the organizations themselves: in the layered approval chains, the disconnected program-operations-advocacy silos, the risk management built for headquarters rather than the field, and the monitoring systems designed to satisfy donors rather than help anyone learn.The Alignment Gap is built on Mandate, Incentive, and Capacity Alignment, a way of reading organisational failure I developed over fifteen years working in field and headquarters roles across Iraq, Sudan, and the wider region. Every humanitarian organisation runs on three things: what it says it exists to do, what it actually rewards, and what its systems can actually deliver. When these fall out of alignment, the organisation underperforms its own mission, no matter how much money it raises or how good its people are. This book is my own analysis of exactly where that gap opens and why, not a management theory borrowed from a business school, but a way of looking built from watching the same failure pattern recur, response after response, country after country.Each chapter takes one recurring failure point, bureaucratic layering, program-operations-advocacy silos, headquarters-field risk mismatches, compliance-driven MEAL systems, staffing and handover gaps, imbalanced local partnerships, donor-driven funding architecture, and leadership dependent on individuals rather than systems, and traces it from cause to cost to fix, tagging exactly which two of the three, mandate, incentive, capacity, are pulling apart in each case.Inside, you'll find: Mandate, Incentive, and Capacity Alignment: a working way to locate exactly where an organisation's stated mission, its actual incentives, and its real capacity have come apartEight recurring failure patterns, each traced from cause to cost to fix, with a named diagnosis for every oneAnonymised composite cases drawn from years of field and headquarters experienceA one-page quick-reference guide: the single highest-leverage fix for each pattern, built to hold up against your own organisation without rereading the whole bookWritten for senior managers, country directors, program managers, MEAL officers, HR and operations leads, and anyone inside an INGO, UN agency, or donor institution who has ever wondered why the mission and the org chart don't seem to agree.Salar Khudadad has spent over fifteen years in field, country, and headquarter roles across Iraq, Sudan, and the wider MENA region, with organisations including WFP, OCHA, Save the Children International, MSF, and NGO Coordination Forum. He is the author of several practitioner books and a contributor to the Handbook on Humanitarian Crises (Edward Elgar Publishing, 2025). This item is printed on demand. Shipping may be from multiple locations in the US or from the UK, depending on stock availability.…

Condizione: New. Print on Demand.

Condizione: New. Print on Demand.

Condizione: New. Print on Demand.

Condizione: New. Print on Demand.

Paperback. Condizione: new. Paperback. Las organizaciones humanitarias no fracasan por las razones que suelen atribuirles.No es la financiacion. Ni la politica de los donantes. Ni los gobiernos anfitriones. Si bien estas limitaciones son reales, no lo explican todo. El problema mas grave y menos evidente reside en las propias organizaciones: en las complejas cadenas de aprobacion, en la falta de coordinacion entre programas, operaciones y promocion, en la gestion de riesgos disenada para la sede central en lugar de para el terreno, y en los sistemas de monitoreo concebidos para satisfacer a los donantes en lugar de facilitar el aprendizaje.El analisis de la brecha de alineacion se basa en la alineacion de mandato, incentivos y capacidades, una metodologia para comprender el fracaso organizacional que desarrolle durante quince anos trabajando en puestos tanto en el terreno como en la sede central en Irak, Sudan y la region en general. Toda organizacion humanitaria se sustenta en tres pilares: su mision declarada, las recompensas que realmente ofrece y la capacidad real de sus sistemas. Cuando estos pilares se desalinean, la organizacion no cumple con su mision, independientemente de la cantidad de fondos que recaude o de la calidad de su personal. Este libro es mi propio analisis de donde y por que se abre esa brecha, no una teoria de gestion tomada de una escuela de negocios, sino una perspectiva basada en la observacion de la repeticion del mismo patron de fallos, respuesta tras respuesta, pais tras pais.Cada capitulo aborda un punto de fallo recurrente: la burocracia excesiva, la compartimentacion entre programas, operaciones y promocion, la falta de correspondencia entre riesgos en la sede central y sobre el terreno, los sistemas de monitoreo, evaluacion, aprendizaje y rendicion de cuentas (MEAL) centrados en el cumplimiento normativo, las deficiencias en la dotacion de personal y la transferencia de responsabilidades, las alianzas locales desequilibradas, la estructura de financiacion impulsada por los donantes y el liderazgo dependiente de individuos en lugar de sistemas. Analiza el problema desde su origen hasta su costo y su solucion, identificando con precision cuales de los tres elementos (mandato, incentivo y capacidad) estan fallando en cada caso.En su interior encontrara - Alineacion de Mandato, Incentivos y Capacidad: una metodologia practica para identificar con precision donde se produce la desconexion entre la mision declarada de una organizacion, sus incentivos reales y su capacidad efectiva.- Ocho patrones recurrentes de fallos, cada uno con su origen, coste y solucion, y un diagnostico especifico para cada uno.- Casos compuestos anonimizados, basados en anos de experiencia tanto en el terreno como en la sede central.- Una guia de referencia rapida de una pagina: la solucion mas eficaz para cada patron, disenada para aplicarse a su propia organizacion sin necesidad de releer el libro completo.Dirigido a directivos, directores de pais, gestores de programas, responsables de Monitoreo, Evaluacion, Aprendizaje y Rendicion de Cuentas (MEAL), responsables de RR. HH. y operaciones, y cualquier persona dentro de una ONG internacional, agencia de la ONU o institucion donante que se haya preguntado alguna vez por que la mision y el organigrama no parecen coincidir.Salar Khudadad cuenta con mas de quince anos de experiencia en puestos de campo, en paises y en la sede central en Irak, Sudan y la region MENA, en organizaciones como el PMA, la OCHA, Save the Children International, MSF y el Foro de Coordinacion de ONG. Es autor de varios libros practicos y colaborador del Manual sobre crisis humanitarias (Edward Elgar Publishing, 2025). This item is printed on demand. Shipping may be from multiple locations in the US or from the UK, depending on stock availability.…

Condizione: New. Print on Demand.

Paperback. Condizione: new. Paperback. Political will overrides analysis. Directives arrive before context is understood. Implementation gets treated as a downstream step - when it's actually the thing that determines whether a policy delivers.The Implementation-Centered Policy Model (ICPM) starts from the observation that, in humanitarian settings, the standard linear policy cycle does not reflect how decisions are actually made or how policies succeed or fail.This guide changes that. Developed by humanitarian practitioner Salar Khudadad from field experience across Iraq, Sudan, and the MENA region, the ICPM places implementation at the heart of the policy cycle - and provides policy officers with a practical structure for working with it.What this guide covers: The two real drivers of humanitarian policy - need and political will - and how to identify which one is dominant in your situationThe ICPM framework: how inputs, decisions, implementation, and outputs connect, and where evaluation fits as a continuous function rather than a final stepThe ten activity domains inside implementation, and how to assess which are planned and which are gapsHow to apply the OECD evaluation criteria at any stage of the policy cycle, not just at the endThree scenario types: top-down directives, bottom-up problem identification, and policies under mid-implementation pressure, with worked guidance for eachPractical guidance for inheriting a policy mid-cycle, managing the gap between what was approved and what can be delivered, and knowing when a policy has reached the end of its useful lifeWritten for humanitarian policy officers at the field or headquarters level who need a structured way to think about policy that reflects how the sector actually works. Not a theory text. The sections are short. The guidance is designed to be used in the course of real work.The ICPM was first developed in September 2021 and introduced as a LinkedIn article in June 2022. A short version appears as one chapter in Humanitarian Perspectives. This guide is the full, standalone version: the complete framework, diagnostic tools, and worked scenarios that the essay format didn't have room for.If you work on policy design, implementation, or review in a humanitarian organisation, this is a working tool, not a shelf reference. This item is printed on demand. Shipping may be from our UK warehouse or from our Australian or US warehouses, depending on stock availability.…

Paperback. Condizione: new. Paperback. Humanitarian organizations are not failing for the reasons they usually blame.Not funding. Not donor politics. Not host governments. Those constraints are real, but they are not the whole story. The bigger, quieter problem sits inside the organizations themselves: in the layered approval chains, the disconnected program-operations-advocacy silos, the risk management built for headquarters rather than the field, and the monitoring systems designed to satisfy donors rather than help anyone learn.The Alignment Gap is built on Mandate, Incentive, and Capacity Alignment, a way of reading organisational failure I developed over fifteen years working in field and headquarters roles across Iraq, Sudan, and the wider region. Every humanitarian organisation runs on three things: what it says it exists to do, what it actually rewards, and what its systems can actually deliver. When these fall out of alignment, the organisation underperforms its own mission, no matter how much money it raises or how good its people are. This book is my own analysis of exactly where that gap opens and why, not a management theory borrowed from a business school, but a way of looking built from watching the same failure pattern recur, response after response, country after country.Each chapter takes one recurring failure point, bureaucratic layering, program-operations-advocacy silos, headquarters-field risk mismatches, compliance-driven MEAL systems, staffing and handover gaps, imbalanced local partnerships, donor-driven funding architecture, and leadership dependent on individuals rather than systems, and traces it from cause to cost to fix, tagging exactly which two of the three, mandate, incentive, capacity, are pulling apart in each case.Inside, you'll find: Mandate, Incentive, and Capacity Alignment: a working way to locate exactly where an organisation's stated mission, its actual incentives, and its real capacity have come apartEight recurring failure patterns, each traced from cause to cost to fix, with a named diagnosis for every oneAnonymised composite cases drawn from years of field and headquarters experienceA one-page quick-reference guide: the single highest-leverage fix for each pattern, built to hold up against your own organisation without rereading the whole bookWritten for senior managers, country directors, program managers, MEAL officers, HR and operations leads, and anyone inside an INGO, UN agency, or donor institution who has ever wondered why the mission and the org chart don't seem to agree.Salar Khudadad has spent over fifteen years in field, country, and headquarter roles across Iraq, Sudan, and the wider MENA region, with organisations including WFP, OCHA, Save the Children International, MSF, and NGO Coordination Forum. He is the author of several practitioner books and a contributor to the Handbook on Humanitarian Crises (Edward Elgar Publishing, 2025). This item is printed on demand. Shipping may be from our UK warehouse or from our Australian or US warehouses, depending on stock availability.…

Paperback. Condizione: new. Paperback. This book brings together 25 essays written between 2022 and 2025, originally published on LinkedIn under the title Humanitarian Perspectives. They were written to encourage reflection and contribute to ongoing debates about the future of humanitarian action, and they have been reorganised here into a structured learning journey.The collection begins with the humanitarian mindset and the values that shape our work, including an honest look at the mental and psychological toll of doing this job for years. It then moves through humanitarian principles and how they hold up in practice; access and negotiation; contingency and emergency preparedness; localisation and the push to decolonise aid; humanitarian strategy and business models for nonprofits; and leadership and organisational change. It closes with essays on where the sector is heading, including humanitarian action in the Middle East and the return of political realism to international aid.I wrote these essays from 15 years of field and strategic leadership across Iraq, Sudan, and the wider region, in roles from field office director to head of crisis response. Each essay stands on its own, but together they trace the questions I have kept returning to across a career in this work: how we make decisions under pressure, how we hold onto our principles when the conditions do not allow for it, and how the sector needs to change to meet what is coming.This book does not offer definitive answers. It is meant to be read, questioned, and applied with judgement, the way the work itself demands. This item is printed on demand. Shipping may be from our UK warehouse or from our Australian or US warehouses, depending on stock availability. …

Paperback. Condizione: new. Paperback. Las organizaciones humanitarias no fracasan por las razones que suelen atribuirles.No es la financiacion. Ni la politica de los donantes. Ni los gobiernos anfitriones. Si bien estas limitaciones son reales, no lo explican todo. El problema mas grave y menos evidente reside en las propias organizaciones: en las complejas cadenas de aprobacion, en la falta de coordinacion entre programas, operaciones y promocion, en la gestion de riesgos disenada para la sede central en lugar de para el terreno, y en los sistemas de monitoreo concebidos para satisfacer a los donantes en lugar de facilitar el aprendizaje.El analisis de la brecha de alineacion se basa en la alineacion de mandato, incentivos y capacidades, una metodologia para comprender el fracaso organizacional que desarrolle durante quince anos trabajando en puestos tanto en el terreno como en la sede central en Irak, Sudan y la region en general. Toda organizacion humanitaria se sustenta en tres pilares: su mision declarada, las recompensas que realmente ofrece y la capacidad real de sus sistemas. Cuando estos pilares se desalinean, la organizacion no cumple con su mision, independientemente de la cantidad de fondos que recaude o de la calidad de su personal. Este libro es mi propio analisis de donde y por que se abre esa brecha, no una teoria de gestion tomada de una escuela de negocios, sino una perspectiva basada en la observacion de la repeticion del mismo patron de fallos, respuesta tras respuesta, pais tras pais.Cada capitulo aborda un punto de fallo recurrente: la burocracia excesiva, la compartimentacion entre programas, operaciones y promocion, la falta de correspondencia entre riesgos en la sede central y sobre el terreno, los sistemas de monitoreo, evaluacion, aprendizaje y rendicion de cuentas (MEAL) centrados en el cumplimiento normativo, las deficiencias en la dotacion de personal y la transferencia de responsabilidades, las alianzas locales desequilibradas, la estructura de financiacion impulsada por los donantes y el liderazgo dependiente de individuos en lugar de sistemas. Analiza el problema desde su origen hasta su costo y su solucion, identificando con precision cuales de los tres elementos (mandato, incentivo y capacidad) estan fallando en cada caso.En su interior encontrara - Alineacion de Mandato, Incentivos y Capacidad: una metodologia practica para identificar con precision donde se produce la desconexion entre la mision declarada de una organizacion, sus incentivos reales y su capacidad efectiva.- Ocho patrones recurrentes de fallos, cada uno con su origen, coste y solucion, y un diagnostico especifico para cada uno.- Casos compuestos anonimizados, basados en anos de experiencia tanto en el terreno como en la sede central.- Una guia de referencia rapida de una pagina: la solucion mas eficaz para cada patron, disenada para aplicarse a su propia organizacion sin necesidad de releer el libro completo.Dirigido a directivos, directores de pais, gestores de programas, responsables de Monitoreo, Evaluacion, Aprendizaje y Rendicion de Cuentas (MEAL), responsables de RR. HH. y operaciones, y cualquier persona dentro de una ONG internacional, agencia de la ONU o institucion donante que se haya preguntado alguna vez por que la mision y el organigrama no parecen coincidir.Salar Khudadad cuenta con mas de quince anos de experiencia en puestos de campo, en paises y en la sede central en Irak, Sudan y la region MENA, en organizaciones como el PMA, la OCHA, Save the Children International, MSF y el Foro de Coordinacion de ONG. Es autor de varios libros practicos y colaborador del Manual sobre crisis humanitarias (Edward Elgar Publishing, 2025). This item is printed on demand. Shipping may be from our UK warehouse or from our Australian or US warehouses, depending on stock availability.…