To prepare for the development of an IDRC corporate strategy for 2010-2015 we commissioned a review of five program evaluations to compare how programs performed in relation the commitments made in our previous corporate strategy. In examining patterns in program performance, the authors identify strategic tensions that arise from the multiple, and sometimes competing, aims in IDRC’s mission. This paper supports strategic decision-making by helping us be explicit about the tensions that exist, how they manifest, and what consequences they can have.
 
Learning from Doing: Reflections on IDRC's Strategy in Action 
Patricia Patrizi and Michael Quinn Patton