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A colleague at work once asked me how my perspective on leadership (and my behaviour as a leader) has changed over time. A Shift in Pronouns I reflected on this question quite a lot. Looking back, I realised that the change in how I view leadership can be best described by a shift in pronouns
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In international development programming, the phrase “outcomes” refers to the desired, measurable changes or benefits that result from a program or project as a consequence of outputs achieved. Some outcomes are considered immediate -those direct results of the production of outputs, while others are considered intermediate or ultimate, which can be likened to higher-order results.
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Some seven years ago, while working at the Open Data Lab Jakarta, I wrote about three things we learned while attempting to use open data to achieve political, social, and economic outcomes. In that blog post, I emphasised that sometimes our fascination with data or the product we want to produce makes us forget the
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I grew up in a small town in northwestern Mindanao, in the Philippines. As an introverted person, I chose to go out in small groups and have a very tightly-knit circle of friends since I was a kid. My choices, in a lot of ways, are influenced by my penchant for up-close relationships and an
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“Inclusion” as a theoretical interest and as a value is very personal to me. For the last five years or so, my focus, as a scholar and practitioner, is how to use data to achieve social, political, and economic outcomes. My work at the Jakarta Lab previously, the data empowerment blog that I co-host and
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The Philippine government is hosting the regional meeting for the Open Government Partnership in February 2025. For a country, whose checkered history in transparency, accountability, and participation in the last 20 years is confusing at best, the conference will likely be a contested plattform. For those who believe that there is something opportunistic about this
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Many development programs aim to build capacity of individuals and organisations as part of its targeted development outcomes. While the term capacity building is considered a “contested” concept in development literature because of its colonial origins and the seeming disregard of local “capacities”, hence the need to “build”, it continues to be a significant component
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I have always been fascinated by the story of the Seven Blind Men and the Elephant. While others hammer on the lesson of limitations on how we perceive reality, this is not what fascinates me about the story. What makes me stand in awe of this great epic is how joining our limited perspectives can
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I was in Nanyuki when I had an interesting conversation with somebody passionate about documenting learning conversations. I argued that learning conversations—those that you do with people (in organisations) to reflect on their experiences and realise the implications for the future—should be used to inform strategic thinking and the strategies of organisations. She did not
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I was surprised when a friend of mine said that he likes monitoring visits because it gives him the opportunity to go out of the office, travel, meet new people, and relax. Well, the first three parts, yes, but the last one? Definitely no. I think there is that common misunderstanding that field visits are
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Michael "Miko" Cañares 