The evolution of the “programme function” in humanitarian organisations is a frequent topic of discussion among programme management professionals. After nine and a half years in the sector, with nearly eight of them dedicated to various programme roles, I feel it’s time to contribute to this ongoing conversation, especially as I prepare to soon transition out of this domain (more on that in a later post).

The work environment of eight years ago was markedly different from today. Over the years, we have seen a substantial shift in the operational landscape. With conflicts erupting globally, requiring large-scale interventions, and an increasing emphasis on compliance requirements, the day-to-day operations of humanitarian offices, and the very nature of the “programme function,” have been profoundly affected.

Compliance has become a cornerstone of our work, and for good reason. Strengthening internal controls ensures that donor funds are used efficiently for their intended purposes. In a challenging funding environment, maintaining a reputation for using limited resources wisely is crucial to safeguarding against reputational damage and securing both current and future funding.

These internal controls aim at implementing new safeguards to enhance transparency and accountability and to quantify the value generated by each activity—essentially, its “impact.” My organisation has been at the forefront of business transformation, adopting industry-standard tools and processes that will undoubtedly yield significant benefits in the years ahead. This transformation has already begun to pave a promising new path for the organisation.

The role of humanitarian organisations is as critical now as it has ever been since the Second World War. Conflicts are increasing, and these organisations must manage the severe consequences of wars worldwide, including those closer to home in Europe. The operational footprint of humanitarian agencies has grown to meet escalating needs, often without a proportional increase in resources.

This dual challenge—expanded operational demands and stricter internal controls—has reshaped how we operate, proving that large organisations can be agile and able to adapt swiftly to changing realities. Part of this adaptation has been the emergence of new specialised functions to handle tasks previously managed by generalist programme staff. In recent years, we’ve seen the rise of technical experts—professionals specialising in project control, risk management, monitoring and evaluation, cash-based interventions, and other sub-specialties.

The shift towards “technical experts” is logical in large-scale operations that require quick, efficient responses within established rules and regulations. This new way of working ensures that resources are managed more effectively, allowing for more activities and greater support for those we serve. Consequently, the role of the traditional, multidisciplinary programme practitioner—the generalist—is fading in larger settings.

However, the reality in smaller operations is quite different, as is the ideal profile for a programme professional. In these settings, a single programme person often must juggle multiple responsibilities in the absence of a wide range of technical experts. Beyond their core duties—planning, reporting, monitoring implementation and others—they might also handle project control, risk management, supply functions, private sector partnerships, training, and other roles essential for a small office to operate effectively within existing regulations.

It is in these smaller operations that the “programme generalist” is most valued, and understandably, hardest to find. This role demands a multidisciplinary profile, strategic thinking, effective communication skills, data analysis capabilities, and technical proficiency. Most importantly, the generalist must continually learn and adapt quickly. The ability to operate at the edge of, or beyond, one’s comfort zone is perhaps the greatest requirement for a programme generalist, necessitating a diverse skill set that can adjust to the evolving realities I’ve described.

Over the past seven years, I have navigated these parameters, and it has been an immensely rewarding experience—a steep learning curve with no room for complacency, requiring me to master new tools and adapt to new procedures swiftly, knowing that the smooth operation of the office often hinged on these abilities.

Reflecting on my experience, I believe that the future of the “programme function” will continue to evolve in response to the dynamic humanitarian landscape. As we see more specialised roles in larger operations and a persistent need for versatile generalists in smaller contexts, one thing is certain: adaptability, continuous learning, and a willingness to step outside comfort zones will remain crucial for those in this field. As I prepare for the next chapter, I am confident that the lessons learned and skills developed during these nine years will be invaluable. I hope my reflections can contribute to the ongoing dialogue about the future of programme management in humanitarian work, inspiring others to navigate this challenging yet incredibly fulfilling career path.