In January 2020, Philippe Isler, director of the Global Alliance for Trade Facilitation (Alliance), was preparing for the Alliance’s steering group meeting that spring. He needed to set forth a plan on how to scale Alliance operations to deliver on current and proposed projects. The Alliance had only three years left in its current funding cycle, and a long list of projects to complete. Isler knew that meeting the funding governments’ expectations with the current structure would be a challenge for the Alliance. He thus faced a complex organizational design challenge and had to reflect how to develop the efficiency of the Alliance. Isler considered three options to scale Alliance operations: growing organically, adding several arms-length implementing partners, and adding a new implementing partner into the Alliance secretariat. Alternatively, he could dial back the Alliance’s current growth plans.

In January 2020, Philippe Isler, director of the Global Alliance for Trade Facilitation (Alliance), was preparing for the Alliance's steering group meeting that spring. He needed to set forth a plan on how to scale Alliance operations to deliver on current and proposed projects. The Alliance had only three years left in its current funding cycle, and a long list of projects to complete. Isler knew that meeting the funding governments' expectations with the current structure would be a challenge for the Alliance. He thus faced a complex organizational design challenge and had to reflect how to develop the efficiency of the Alliance. Isler considered three options to scale Alliance operations: growing organically, adding several arms-length implementing partners, and adding a new implementing partner into the Alliance secretariat. Alternatively, he could dial back the Alliance's current growth plans.