Summary What are the main benefits of a network structure, where power, authority, and leadership are dispersed and shared across regions, from an effectiveness perspective?  What are the most important enabling habits, practices and behaviors that go with that, as a change leader? And what are the most valuable network-related frameworks, concepts, resources, and tools at work in moving towards this structure? In this NGO Soul+Strategy podcast episode, I interview Anu Kumar, President and CEO at Ipas, on the why, the what, and the how of changing an organization from a hub and spoke to a horizontal NGO model.   Anu's Bio: President and CEO at IpasFormer Chief Strategy and Development Officer as well as Executive Vice President at IpasSenior Program Officer, Program on Global Security and Sustainability, Population and Reproductive Rights, MacArthur FoundationProgram Officer, MacArthur FoundationSocial Scientist in Human Reproduction, WHO  We discuss:  Ipas is the leading technical org that advocates for access to contraception and abortion services, globallyTraditionally, Ipas has had a hub-and-spoke organizational model, like many traditional NGOsA strategy change – for Ipas to contribute to a sustainable global contraception and abortion access ecosystem – demanded that countries would take over much of the lead in Ipas. So form followed functionIpas started its change towards a network model by defining what decentralization meant for itselfIt then defined shared leadership as its management model, and articulated change behaviors, practices, and management set-up as required next stepsSubsequently, it changed its structure to that of a network in which the US no longer was the primary member, and a Network Leadership Group, a Staff Community Council, and a NetCare group were formed -- the latter nurtures the networkIpas explicitly chose not to become a (con)federated organization and to remain a corporate hierarchical structureAs a next step, it adopted horizontal decision-making for some of its decision-making on budget aspects and recruitmentAdopting a horizontal management approach does *not* mean there is no hierarchy anymore: the CEO, CFO, and a few other executive leaders still have some positional power, but their  realm of decision-making is now reducedDecentralized decision-making means faster decision-making; more cross-country collaboration is also happening that's not involving the US.Role clarity is still an issue to be improved upon. On the other hand, global coherence was facilitated through a codified collaboration agreementIpas' board, still based in the US, retains fiduciary responsibilities, so compliance continues to be important  Resources: Anu's LinkedIn ProfileIpas WebsiteLinkedIn article on Ipas change approach by Anu KumarBridgespan consulting group article on Re-imagining Multi-Country NGO Operating ModelsSamantha Slade’s book was informative for Ipas's change journey: Going Horizontal  YouTube