The E-Content World 2007

Lessons Learned from the Organisation of the
ICT for Development Platform

The organisers of the Platform were overwhelmed by the positive feedback from all sectors and all levels. Many expressed a keen interest in the organisational aspects and the major success factors of the Platform. Put simply, the combination of broad conceptual ownership and linkages, lean operational structures and efficient leadership were probably most important in ensuring the Platform's success. The key success factors were:

Broad ownership: It is essential to bring on board the major players from all stakeholder groups at an early stage and to establish dynamic linkages to existing knowledge, experience, processes and action. Both the Global Knowledge Partnership and the International Advisory Panel (IAP) were essential in this regard. The IAP was established immediately at the start of the planning process. It included leading personalities from major international organisations, civil society, governments and business organisations. The active participation of Adama Samassйkou, the President of the Preparatory Committee of the WSIS, provided valuable links to the offi cial WSIS process. The conceptual guidance of the IAP included for instance the defi - nition of core themes, priorities, information on key organisations and the ICT4D Forum programme.

Easy access to global, regional and local knowledge: There is a tremendous demand for access to tangible information and knowledge on specifi c themes. The arrangement of knowledge around the fi ve thematic streets of the exhibition and the related priority areas of the ICT4D Forum made access easy and attractive.
Open platform for networking and showcasing: The approach of the Platform, which was essentially demand- and market-driven, provided ample space for innovation, creativity and spontaneous contacts and partnerships within a broad thematic framework. Considering the big differences regarding the resources available to the different stakeholder groups, it was crucial to balance the market mechanisms with well targeted support to grass roots organisations, small entrepreneurs as well as governments from developing countries.

Effective leadership and facilitation: With the pressures of time and the complexity of the organisation, effective and visionary leadership proved to be of major importance. This was provided by Walter Fust, the SDC Director- General and Chair of the GKP Executive Committee. He had quick and personal access to relevant decision makers and was able to make effi cient decisions regarding funds and capacities required.

Efficient, dynamic and lean operational management: The time frame for the preparation of the ICT4D Platform was very tight. Therefore, the operational management structures and processes had to be highly effi cient and fl exible. The ICT4D Division mandated the whole logistical organisation to a private sector company. Intensive, focused and fl exible cooperation mechanisms between the SDC Director-General, the SDC ICT4D Division and the logistics partner were essential for successful implementation.