Ekaterine Gurgenadze is the National Director of World Vision Georgia, where she leads efforts to support vulnerable children and communities in an increasingly complex and rapidly changing environment. With a background in humanitarian and development work, she focuses on building resilient systems, advancing inclusion, and strengthening locally led responses. A graduate of the Executive Diploma in Development Policies and Practices (DPP) from the Graduate Institute, she brings a strong commitment to adaptive leadership and collaborative solutions.
For me, this work has always been deeply personal. Living and working in a country that has gone through constant change, I’ve seen how quickly stability can disappear—and how hard it hits children and families. Those experiences stay with you and shape how you see the world.
Over time, what started as a sense of empathy became a clear commitment. I realised that it’s not only about responding to immediate needs, but about standing alongside communities as they navigate uncertainty themselves. People are incredibly resilient, but systems don’t always support that resilience. That’s what continues to drive me—helping create conditions where communities are not just supported, but better prepared for whatever comes next.
I think today, more than ever, leadership in our sector is about agility. We are no longer working in predictable environments—crises overlap, contexts shift quickly, and plans can become outdated almost overnight.
For me, effective leadership means being comfortable in that space. It’s about making decisions even when you don’t have the full picture, adjusting course when needed, and creating teams that are confident to do the same. At the same time, you need a strong sense of purpose to stay grounded.
It also comes down to listening—really listening—to communities and being willing to adapt based on what you hear. Sometimes that means letting go of rigid plans and allowing for more flexible, responsive approaches. That balance between clarity of vision and openness to change is what defines strong leadership today.
One of the most valuable parts of the DPP Programme for me was the foresight exercise. It really stayed with me. It pushed us to look beyond immediate challenges and think more deeply about possible futures—what might change, what uncertainties we need to prepare for, and how our decisions today shape what comes next.
That way of thinking feels even more relevant now. The humanitarian and development sectors are undergoing massive change—whether it’s shifting funding landscapes, growing climate pressures, or increasing expectations around locally led action. It’s no longer enough to react; we need to anticipate, adapt, and sometimes completely rethink how we work.
The foresight approach helped me become more comfortable with uncertainty. Instead of trying to control everything, I focus more on building flexible strategies and teams that can adjust as the context evolves. It also reinforced the importance of staying connected to both local realities and global trends—because the two are more intertwined than ever.
Yes, and I really value those connections. The DPP network brings together people who are working in different contexts but face very similar challenges.
What I appreciate most is the openness—being able to share what is actually happening on the ground, what is working, and what isn’t. In a space where there are rarely clear answers, these honest exchanges are incredibly helpful.
These conversations often give me new perspectives or ideas, but just as importantly, they are a reminder that we are all navigating this changing environment together. That sense of shared learning and reflection is something I continue to draw on in my work.
Interview conducted by Vrinda Kapoor
