Guest Blog by Fatim Haby Mariko, IPP ’25
When I first embarked on the Implementing Public Policy (IPP) program, my problem statement for Mali was ambitious and, as I would soon discover, far too broad to tackle directly. I started with the challenge of Mali’s low public trust and government accountability, which hindered civic engagement. It is a real and significant challenge, but it offered no clear entry point for action.
The PDIA process taught me that a well-framed problem is the first and most critical step toward finding a solution. It’s about shifting from an overwhelming diagnosis to a focused and actionable challenge.
My first major breakthrough came with the use of the fishbone diagram. This powerful tool forced me to deconstruct my problem, not by looking for quick fixes, but by identifying the underlying causes. By working through different categories like governance, socio-economic factors, and security, I began to see the problem in a new light. The diagram revealed that the core issue wasn’t just a lack of public trust, but rather the systemic weakness of Malian institutions themselves, crippled by corruption and a resistance to change from within.
As I continued to iterate and refine my understanding through the process, my problem statement evolved. I moved from the broad “lack of public trust” to a more precise challenge: “Malian institutions are weak, crippled by pervasive corruption, a lack of accountability, and an inability to deliver vital public services or uphold the rule of law.” This new, more refined problem statement felt manageable because it was specific and pointed me toward a clear path forward.
The IPP program provided me with five fundamental lessons that changed my approach to policy work:
- Framing is Everything: It’s crucial to better understand and frame the problem before thinking about a solution. Otherwise, our solution might miss the real issue and have no impact.
- Act to Learn: A plan with no action remains an idea. It’s important not to get stuck in the planning phase and to always associate it with action and learning. I had to learn to move forward, even with small steps.
- Implementation is about People: Teaming is the best strategy for success. Our team is our best asset, and we should build it with a growth mindset, creating space for change and leading effectively through uncertainty.
- Leads are Essential: Building new connections is key to finding champions who can advocate for our implementation solution. My journey showed me that engaging with different stakeholders, from the Prime Minister’s office to youth civil society actors, was vital for building legitimacy and moving forward.
- Communicate and Celebrate Small Wins: We must communicate and celebrate small wins to continue motivating ourselves and build authorisation and acceptance. This is not about grand gestures but building momentum and demonstrating tangible progress.
Over the months of the IPP program, my journey has been continuous learning and relationship-building. I’ve gone from the initial phase of trying to organise a meeting with the Prime Minister and his cabinet to actively engaging with diverse groups. My efforts to engage with government officials and draft a proposal note have helped me become a trusted advisor, identifying specific entry points to enhance my authorisation.
At the same time, I’ve expanded my network beyond the traditional government structures. Meeting youth civil society actors from other African countries gave me invaluable insights into innovative, tech-driven approaches to governance. My engagement with peers from various African nations at the Africa Food System Forum provided new perspectives on food security and the role of civic actors. These “leads” were a critical part of the process, showing me that the solution wasn’t just in top-down directives but in a collaborative, bottom-up approach.
I am confident that the PDIA approach will forever change how I tackle problems. I will always ensure that I spend adequate time understanding the problem and context. Deconstructing a problem, mapping its causes, and then actively seeking out a diverse team and stakeholders is a powerful way to ensure that any intervention is well-informed and rooted in reality. I will also make it a point to communicate and celebrate small wins regularly, a practice that is crucial for building and maintaining momentum.
I am already applying what I have learned through my podcast, “Koy Ma”, which focuses on institutions and civic engagement. The podcast simplifies Malian political ideas and explains how public institutions and policies truly work, all while featuring the crucial contributions of civil society and NGOs. By empowering citizens with knowledge, I’m creating a space for them to demand accountability and shape public policy. We are also organizing citizen meetings to refine our fishbone diagram further and ensure our work is grounded in the lived experiences of Malians.
Words of Wisdom for Fellow PDIA Practitioners
No problem is too big to address. You just need to deconstruct it better and find the right entry points based on your ability, authority, and the acceptance of your stakeholders. The journey is not about finding a single, perfect solution but about a continuous process of learning, adapting, and building relationships, one small, intentional step at a time.
This is a blog series written by the alumni of the Implementing Public Policy Executive Education Program at the Harvard Kennedy School. 36 Participants successfully completed this 5-month hybrid program in September 2025. These are their learning journey stories.