In heading the CIFOR-ICRAF senior leadership team, the Chief Executive Officer (CEO) will have direct oversight over both organisations, and thereby steer the merged institution. The functional merger of CIFOR and ICRAF is now complete, with a Common Board of Trustees and a single Leadership team. The 2020–2030 strategy is being implemented across CIFOR-ICRAF; policies and procedures have been harmonized across the two legal entities; and joint teams have been established both in thematic and geographic areas.
The individual would have to be a visionary, inspiring and thoughtful leader who will passionately champion CIFOR-ICRAF’s legacy with purpose while leveraging their knowledge and reach to grow and accelerate CIFOR-ICRAF’s impact on the world. (S)he will lead the world’s premier research institution on tropical forest and tree landscapes to deliver more urgent and effective solutions to some of the world’s greatest environmental and development challenges. The CEO will be at the forefront of the connection between research and action through blending the institutional strengths of the merged organisation and their own expertise on forestry and agroforestry, among other areas.
CIFOR-ICRAF seeks a mould-setting individual who can lead and set the tone for excellence, teamwork, diversity, and innovation. (S)he will be expected to lead conversations on the transformation of landscape approaches and management based on contributions and evidence from CIFOR-ICRAF. The individual would be expected to navigate complex environments of high and senior-level stakeholders comfortably. In doing so, the aim is to mobilize and leverage the power of existing as well as new relationships and networks spanning both public and private sectors to elevate the organisation’s brand and impact.
The CEO should be able to adeptly hold conversations with the organisation’s researchers and scientific bodies through an understanding and appreciation for their work in implementing the organisation’s objectives on the ground. This person should strategically seek out new sources of funding, which are linked with the organizational strategy and scientific agenda. (S)he should help diversify the donor base and respond to changing requirements.
In doing so, the CEO will develop the strategy and positioning of CIFOR-ICRAF. (S)he will have excellent communication, planning and organizational skills alongside the ability to influence and engage with a wide range of stakeholders, including the private sector. This in order to realise their critical fundraising and development targets for which the incoming CEO would be able to utilise her/his extensive network.
Furthermore, (s)he will be a competent manager of people, finance, and systems as the CEO will have strategic and overall operational responsibility for all of these areas. Simultaneously, this individual will be charged with enhancing and maintaining a healthy, open, and collaborative work environment which in turn helps champion the organisation’s personnel and create more opportunities for them to realise their potential.
Working under the overall guidance of the CIFOR-ICRAF Common Board of Trustees as an ex-officio member and supported by a diverse and experienced team, the CEO will build on strong foundations of innovation and partnerships to further strengthen the organisation’s reputation and credibility in all spheres of engagement.
Connection of Research to Purpose
- Combining the institutional strengths on forestry and agroforestry provides a powerful platform, and opportunities to further develop full landscape understandings. The CEO should enable CIFOR-ICRAF as a unique contributor to the most consequential topic of the coming years.
- The CEO should leverage the combined staff, resources, knowledge, assets, and operations of CIFOR-ICRAF in service of this missio
Advocacy, Engagement, and Resource Mobilization
- The CEO should be an authentic, compelling communicator, capable of positioning CIFOR-ICRAF at the center of global research, policy and practice on forestry, agroforestry, natural resource management, full landscape approaches, and the broader conversation on Net Zero, climate change, and sustainable livelihoods. They should be visible in global fora on these agendas.
- The CEO should strategically identify new sources of funding, connected with the organizational strategy and scientific agenda. With traditional sources of development or climate finance constrained, the CEO should diversify the donor base. A focus on unrestricted funding sources would be helpful for the institution’s operational security.
Development of the Institution
- Complete the integration: develop shared culture and goals, deliver upon the potential of the combined institutional strengths.
- Develop the strategy and positioning: leverage existing assets and research, while ensuring alignment of the strategy with donors and partners.
- Develop talent: promote and encourage the professional development and progression of researchers; create leadership succession plans.
- Ensure operational effectiveness: leading through the operational leadership team, ensure the effective management of corporate and strategic risk, and effective management of finances, resources, and processes.