Transforming Investment Promotion in Jordan: The Restructuring of the Ministry of Investment (MoIN) through CLA Approaches

Organizational transformation is a complex, multi-phased, multi-stakeholder endeavor spanning several years and is an ideal opportunity to apply CLA principles. In October 2021, Jordan embarked on a significant transformation in its investment landscape by establishing the Ministry of Investment (MoIN), incorporating the functions of the former Jordan Investment Commission and other investment-related entities. This reformation was driven by Jordan’s ambitious Economic Modernization Vision 2033 (EMV), which aimed to create a dynamic and responsive investment environment. Tasked with attracting JD 4.5 billion in investments over ten years, MoIN faced the challenge of aligning its structure with its new responsibilities, enhancing operational efficiency, and fostering a modern, agile organization. This case exemplifies how CLA principles can drive successful organizational transformation and drive partners towards more sustainable economic outcomes. USAID's Economic Reform Activity (ERA) and MoIN embarked on a multi-year effort to collaboratively design, and then implement, a new organizational structure that emphasizes investment promotion, development, and public-private partnerships. Using the Collaborating, Learning, and Adapting (CLA) approach from the beginning, ERA, MOIN and the Prime Ministry worked hand-in-hand to develop a new organizational structure design by completing initial capacity workshops, stakeholder mapping, co-creation workshops, reflection sessions, feedback loops, and evidence base capacity assessment (OCA). This resulted not only in an improved structure adapted to the new Investment Environment Law that reflects a modern, agile organization distinct from traditional ministries but also rapid approval from the Ministry enabling a swift transition to implementation support rather than additional rounds of design. While ERA and MOIN faced challenges during the design process including potential resistance to change and resource constraints, with collaborative transparent communication and flexible management the team was able to overcome the challenges and complete the design phase. As MOIN moves towards implementation the new structure ERA remains committed to continuous capacity building through embedded subject matter experts and reflection with MOIN staff. The success of the transformation will be underpinned by enabling conditions of committed leadership, dedicated staff, and a culture of collaboration which has already served to make the design phase successful. This case exemplifies how CLA principles like external collaboration, adaptive management can drive successful organizational transformation and promote sustainable economic outcomes. While the full transformation of MOIN is a multi-year process that is underway, the use of CLA in this initial design phase demonstrates the value of embedding CLA in to core operations. For MOIN the end result of the transformation will be an organization poised to attract more investment in Jordan’s key sectors and adapt to rapidly evolving global investment landscape.