Background: Collaborating Centers (CCs) are entities designated to provide scientific or technical support to WHO in specific areas. They play a crucial role in global public health efforts; however, their leadership is a complex challenge. Objectives: The aim of the current analysis is to identify strategic and management challenges of CCs; and to provide recommendations from experts worldwide towards enhancing sustainability of this unique mechanism of global health cooperation. Methods: The first part of the analysis defined the conceptual framework for strategic management applying to a CC. The second part confronted the conceptual framework with observable data, testing hypotheses about core values, vision, and strategic positioning of CCs. A qualitative approach was based on interviews with global CC directors. Results: CCs are manageable organizations as any organization; however, they are subject to specific strategic (mission, core values, vision, and strategic options), and to specific management challenges (project management, financial considerations, and communication). Strategic management of a CC cannot be random or improvised. Long-lasting CCs had directors with values aligning with those of performant leaders, which is crucial for sustainability. They have clear and engaging vision, but they face challenges in terms of recognition, support, project management and communication. Conclusion: CCs are key players in addressing global public health challenges. Their strategic management must integrate similarities and differences with other organizations. Recommendations from experienced leaders oof CCs have been developed in the current work for a sustainable leadership of CCs serving better the global health agenda and having impact.
Achab et al. (Mon,) studied this question.
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