Pillar two of three
The change that gets us to excellence.
Cultural renewal, digital enablement, and regional expansion, delivered with agility.
Proximity matters.
“Transformation is not change for its own sake. It is about building a more agile, transparent and results-oriented institution.” As Deputy Secretary-General, Stephen Bereaux would treat transformation as the process by which the ITU Secretariat gets from where it is to the excellence its Member States expect.
Three dimensions
Transformation through cultural renewal, digital enablement, and regional expansion
Cultural renewal. People first.
A renewed ITU, powered by an engaged culture, empowered people and a shared purpose.
Engaged culture, Shared purpose, Stronger together
Digital enablement. Smarter every day.
Modern tools and a digital-first environment that automate routine work and free people for impact.
Automate, Simplify, Accelerate impact
Regional expansion. Closer to impact.
Strengthened regional and area offices with the right people and skills, closer to members.
Local presence, Global reach, Stronger impact
01
Transforming ITU's culture
Digital has expanded the scope and complexity of ITU's work, and new working methods have reshaped how people collaborate. Delivering on strategic objectives needs a renewed organizational culture, one that empowers staff and strengthens shared purpose, accountability and collaboration.
Leadership that consistently demonstrates the collaboration, accountability, respect and openness expected across ITU, modelling culture from the top.
Every staff member helped to understand how the rapidly evolving digital landscape affects ITU's mandates, and why coordinated action is essential to the outcomes members expect.
Work with each Bureau and the General Secretariat to support one another's objectives, respecting different mandates while staying united around shared strategic results.
“I believe in mutual accountability, where every individual takes ownership, and colleagues challenge, support and inspire one another.”
Workforce development and mobility promoted to build a dynamic, skilled team ready for the future.
02
Transforming business processes and tools
Transformation is already under way across ITU's work in HR, finance, IT, conference and publications, and other operations: not change for its own sake, but clearer priorities and measurable outcomes.
Stronger financial management, so ITU's resources are allocated transparently, managed responsibly and aligned with strategic priorities.
An HR department with processes and tools that attract, develop, deploy and retain the right people, while promoting fair decision-making and an engaged, inclusive workplace.
Modernized conference management tools and processes, harnessing new technology to enhance effectiveness while containing and reducing costs.
Strong governance, transparency and budgetary control of ITU's new building project, alongside comprehensive planning for future use of space in Geneva and across the regional presence.
“Our transformation is not just about better systems. It is about clearer priorities, measurable outcomes, stronger operational alignment.”
03
Transforming our regional presence
More than 80% of ITU's staff are based in Geneva. Headquarters delivers unmatched value for multilateral engagement, but the Union's footprint should also reflect modern digital working methods, constrained resources, and the benefit of proximity to members.
Gradual repositioning of appropriate staff roles from Geneva to regional and area offices, using natural attrition and voluntary mobility, placing the right skills closer to members.
Reduced costs alongside improved quality and responsiveness of ITU's services, deepening the Union's understanding of local needs and realities.
Regional and area offices treated as vital bridges to members, not peripheral to ITU's mission, equipped to provide support that is tailored, trusted and responsive.
“Regional and Area Offices are not peripheral to ITU's mission; they are vital bridges between the Union and its members.”
ITU reengineered so its human capital sits where it can be most effective and accessible to members, through inter-sectoral coordination, HR transformation and data-based decision-making.
Transformation is the change process that takes us to excellence.