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Corporate Strategy 2020: what we have achieved

2020 saw the launch of the new strategy cycle and we have already achieved a great deal of what we aimed to do. That is very encouraging, given that nobody could have foreseen a pandemic on this scale.

The last year has illustrated all too clearly how quickly and unexpectedly external conditions can change. This made the new Corporate Strategy, which was adopted in 2019, all the more important. During this period of unexpectedly rapid change and crisis it has proved its worth. The four areas of action of the strategy are outlined briefly below, with their objectives and results achieved in 2020.

Area of action Effectiveness

Our objective:

We understand political requirements and work together to translate them quickly and visibly into effective solutions.


GIZ is able to respond and to implement measures. We were able to demonstrate both of these abilities not least within the scope of BMZ’s Emergency COVID-19 Support Programme for poorer countries. With the help of a company-wide COVID-19 Task Force, we have been able to quickly identify the changed needs of our commissioning parties and act accordingly. We have also stepped up and deepened cooperation with new strategic partners and actors. One example was the Team Europe response to the pandemic, encompassing all EU institutions, the member states, their implementing organisations – including GIZ – and various development banks. To allow us to respond with maximum efficiency to the demands of our partners, structures and processes for cooperation and partnership management were also reinforced.

Area of action Business

Our objective:

We strengthen our market position with data-driven and technology-based services.


Digital transformation brings GIZ opportunities as a service provider in the field of international cooperation. So that GIZ can put its business development on a sound footing for the future, we intend to strengthen our capacities in the field of data and technology, and to mainstream these to a greater extent in the range of services we offer. One of our four focus projects concentrates on this area of action. In 2020, the spotlight was on networking relevant actors. Strategic partnerships involving various departments within GIZ began work on a Data Strategy. Prototypes for data-based solutions were also analysed to identify demand and explore their suitability for scaling up. At the same time, communication structures were put in place within the company, reinforcing our shared understanding of this issue across the board.

Area of action Expertise
and alliances

Our objective:

We mobilise internal and external expertise more rapidly and manage it more effectively.


GIZ works in a large number of very diverse countries. In future, we will need even more flexible assignment management that will allow us to build expertise rapidly and transfer it to where it is needed. The first step in 2020 was to produce a vision for reforming practical assignment, human resources and secondment within the scope of a focus project. Other flexible assignment types going beyond a long-term expert contract were examined, systematically recorded and honed. A toolbox now brings together the various contractual models, while a Digital Literacy & Digital Pioneers action plan was also implemented in 2020. It ensures that staff can continuously enhance their digital skills, which are indispensable for today’s working world.

Area of action Value for

Our objectives:

We digitalise our internal business processes, thereby making them more efficient. We create demand-based implementation structures that enable services to be delivered quickly and efficiently across all organisational units.


GIZ would like to redesign its business processes to make them not only more user-friendly, but also transparent and sustainable. One focus project is working specifically on this. In 2020, we put in place the foundations for a digitalised process management system. Specifically, we have begun work on an adaptable map of all GIZ business processes and paved the way for the introduction of appropriate software. The aim is to describe processes from end to end so that they can be streamlined and digitalised wherever possible. We have also developed prototypes for new management models and innovative implementation structures across organisational units.

Company-wide changes

One pivotal milestone last year was the launch of the company-wide strategic project that goes by the name S4GIZ. It aims to cover all major business processes worldwide end to end in a digital environment. The change project is based on the forward-looking decision to use SAP S/4HANA, which has become the industry standard, to handle business processes. An international team, linked via a co-creative network, is working on this.

Information on the following Sustainable Development Goals (SDGs) can be found on this page:

Graphic: GIZ: SDG1 No poverty
Graphic: GIZ: SDG 2 Zero hunger
Graphic: GIZ: SDG 3 Good health and well-being
Graphic: GIZ: SDG 4 Quality education
Graphic: GIZ: SDG 5 Gender equality
Graphic: GIZ: SDG 6 Clean water and sanitation
Graphic: GIZ: SDG 7 Affordable and clean energy
Graphic: GIZ: SDG 8 Decent work and economic growth
Graphic: GIZ: SDG 9 Industry, innovation and infrastructure
Graphic: GIZ: SDG 10 Reduced inequalities
Graphic: GIZ: SDG 11 Sustainable cities and communities
Graphic: GIZ: SDG 12 Responsible consumption and production
Graphic: GIZ: SDG 13 Climate action
Graphic: GIZ: SDG 14 Life bellow water
Graphic: GIZ: SDG 15 Life on land
Graphic: GIZ: SDG 16 Peace, justice and strong institutions
Graphic: GIZ: SDG 17 Partnerships for the goals

Information on the following sustainability standards can be found on this page:
GRI standard 102-15; The Code 3