ABSTRACT
Multi-stakeholder collaborations for SDG implementation are often initiated in a context that can best be described as a ‘fragmented ego-system’, in which institutional or even individual interests trump the common good, actions are unilateral and often conflictual, and results are, at best, only satisfactory to a few stakeholders. The possibility of shifting to a collaboration ecosystem of stakeholders leading transformative change collectively may seem far-fetched to many at this early stage. But this is precisely the kind of transformation that is needed through a well-designed process that integrates formalization of structures. Chapter 4 explores the planning of impact in multi-stakeholder collaborations by crafting a theory of change that take the Collective Leadership Compass to heart. It shows how actors can move from theories of change to actually planning step-by step change processes. Based on the experience that complex multi-stakeholder collaborations require elaborate process architectures the chapter shows how these can be co-created by key stakeholders so that they become helpful guidance for the complex set of actors in an unpredictable environment. Illustrated with an example, the chapter also elaborates the important role of formalizing collaboration structures, such as agreements, governance mechanisms, and learning events, and how these can contain and promote transformative change.
