Main fields of expertise

  • Continuous exploration and learning in teams and organisations
  • Adaptive decision-making under conditions of uncertainty
  • Monitoring and evaluation of systemic change initiatives
  • Narrative and participatory sensemaking
  • Market Systems Development
  • Knowledge network and community of practice facilitation

Working experience

Since 2015: Partner of Mesopartner
2014-2017: Lead, monitoring, impact evaluation and evidence, the BEAM Exchange
2011-present: Member of the backstopping team for the employment and income network of the Swiss Agency for Development and Cooperation (SDC)
2011-2015: Independent consultant in market systems development and systemic approaches
2009-2011: Programme officer at Intercooperation (now HELVETAS Swiss Intercooperation), Bangladesh

Marcus has a background in environmental sciences. He is Swiss and has been working in international development for ten years. He started his own consultancy in 2011. He joined Mesopartner as an associate in 2012 and became a partner in 2015. Marcus’ work has had a particular focus on market systems approaches for economic development.

It is Marcus’ goal to bring systemic approaches to international development. He wants to contribute to the development of healthy systems, where poverty reduction is part of the economy and society.

Marcus is supporting various programs and projects during design, inception and implementation. In addition, he has been building knowledge in complex systems theory and other scientific fields through various trainings and research engagements. Based on that, has been actively engaged in conceptual work around systemic approaches to economic development, improving the way projects are designed, delivered, monitored and evaluated. He has significantly shaped Mesopartner’s Systemic Insight approach.

Marcus’s key competences:

Systemic, interdisciplinary development: Ten years of experience in interdisciplinary, systemic development. Ability to conceptualize, implement, monitor, and evaluate systemic development programs in complex contexts at the interplay of the social, economic, and environmental spheres. Strong focus on achieving and assessing systemic change.

Market and enterprise development approaches: Systemic Insight, Innovation Systems, Making Markets Work for the Poor (M4P), Value Chain Development (VCD), Local/Territorial Economic Development (LED/TED). 

Narrative approaches to monitoring and research: Application of narrative research projects using Cognitive Edge’s SenseMaker® approach in various contexts. In particular, use of narrative research and SenseMaker® to assess changes in knowledge, attitudes and behaviour.

Personal background

Born 1980. Diploma (MSc) in Environmental Sciences from the Swiss Federal Institute of Technology (ETH) in Zurich, 2007.

Marcus currently lives in Gateshead, UK.

Marcus regularly blogs on jenal.org

View Marcus’ LinkedIn profile

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46 results:
Assessment of meso organisations for opportunities for improvement  
Meso organisations are established to promote economic development and improve competitiveness of a region by responding to a variety of permanent and temporary market and performance failures at the micro level.  
How to identify meso organisations  
Although it is quite easy to find enterprises in most locations and industries, it is sometimes harder to find meso organisations that provide key technological, educational and other supporting services.  
What and why meso organisations?  
The previous Article 1 explained the importance of the meso level to achieve competitive regions and sound economic development. It also differentiated between meso policy and meso space.  
Meso level, meso space and the relation to territories  
Even at the beginning of the 1990s, many scholars realised that competition between isolated firms, unconditional free trade, and the state as an institution of regulation and supervision did in most cases not lead to economically successful and competitive countries or regions.  
From value chains to circular economic systems  
While value chains and product networks are often optimised for efficiency at the levels of products, firms and transactions, the overall systems they form part of may not be optimally efficient from a resource utilisation perspective.  
Search results 31 until 35 of 46