After six years of guiding the Independent Science for Development Council (ISDC) through a pivotal period of transformation, Holger Meinke’s term as Chair has come to an end. Under his leadership, ISDC strengthened its strategic direction, deepened collaboration among its members, and reinforced its role in advancing CGIAR’s scientific excellence.
Before stepping down, Holger spoke with us to reflect on his time as both an Independent Science and Partnership Council (ISPC) member and ISDC Chair. In this conversation, he shares his key milestones, lessons learned, and advice for the next generation of scientific leadership within CGIAR.
Over your years as ISDC Chair, what moments or achievements stand out most to you?
Without a doubt, what stands out most during my tenure as Chair is the professionalism and dedication of everyone in the Independent Advisory and Evaluation Service (IAES) and the ISDC, and the collegial atmosphere that remained strong throughout. I’d like to extend a special thank you to Maggie Gill (former ISPC chair), whose leadership laid the foundation for ISDC’s transition in 2019. Taking over from her in 2019 was both an honor and a significant responsibility.
At that time, CGIAR was embarking on a major revision of its vision, mission, and strategy. ISDC had just been formed from the previous ISPC, and the IAES office had recently transitioned from FAO to the Alliance. The inaugural director was appointed of this newly formed team, Allison Grove Smith. It was a period of tremendous change—but also one filled with optimism about what could be achieved with a renewed mandate and structure.
ISDC held one face-to-face meeting in December 2019, just before COVID shut down global travel. Suddenly, everything moved online, and our work environments were turned upside down. We had to adapt quickly, rethink how we collaborated, and make allowances for what was no longer possible. Yet, the CGIAR reform continued, and ISDC remained focused, delivering on its core responsibilities: advising the System Council (SC) on all matters relating to science, including strategy and quality.
Over the six years of my tenure, I had the privilege of working with a brilliant, harmonious team—
both my ISDC colleagues and IAES. Together, we not only fulfilled our mandate but went beyond it. We contributed to special projects such as the further development of the Quality of Research for Development (QoR4D) framework, a Special Issue on Inclusive Innovation in Agricultural Systems, a major report on Megatrends that helped shape the current research portfolio, and of course, our work on Comparative Advantage.
There were tough moments, and frustrations were inevitable—attending video calls after midnight is something I won’t miss! But overall, these six years have been a highlight of my career. I believe ISDC made a meaningful contribution to the CGIAR reform process, and I am confident that this will continue under the new chair Lesley Torrance’s leadership.
How has ISDC’s role within CGIAR evolved during your tenure?
When ISDC was newly formed, it had to prove its value—not just to SC but also to CGIAR more broadly. That meant carefully navigating the boundaries between being an independent advisory body and building constructive, trusted relationships within the organization. It is a delicate balance: maintaining independence while staying close enough to understand the organization’s needs and dynamics.
These tensions will likely never be fully resolved, and perhaps they shouldn’t be. But over time, I believe ISDC earned the trust of CGIAR scientists, management, the IPB, and the System Council. That trust didn’t come overnight; it was built through consistent, high-quality advice, thoughtful engagement, and a genuine commitment to improving science across the system.
Looking ahead, it is important to consolidate and deepen these relationships without compromising the independence that gives ISDC its legitimacy. That independence is what allows ISDC to offer clear-eyed, evidence-based advice, ultimately leading to better science policies, stronger research conduct, and sharper strategic focus. It also gives investors confidence that their support is grounded in rigorous, impartial oversight.
What advice would you give to the next ISDC Chair?
Any leadership role comes with its share of power dynamics, both within the team and in the broader operating environment. What worked well for me was a constant reminder that leadership should never be about power; it is an opportunity to bring people together around shared goals. The best leaders are authentic, grounded, and not easily swayed by bravado or posturing. They listen well, ask good questions, and know when to step back and let others shine.
From a practical standpoint, one key piece of advice is to ensure that IAES remains adequately resourced. ISDC’s ability to function—and for its scientists to focus on what they are contracted to do: providing independent, high-quality scientific advice—depends on it. Given the funding challenges, this won’t be easy. That is why it is crucial to keep ISDC’s value proposition clear, visible, and compelling. Independence is our strength, but visibility is our lifeline.
CGIAR is a truly unique organization that has delivered remarkable global benefits to agriculture and food systems. I’m deeply grateful to have played a part in that journey. It has been an honor to lead ISDC over the past six years. I believe we added real value to the organization— through rigorous advice, thoughtful engagement and a shared commitment to scientific excellence.
Along the way, I learned a lot, made new friends, and enjoyed many insightful discussions (and more than a few lighthearted exchanges). I’ll miss that camaraderie. But I leave with full confidence that under Lesley’s leadership, ISDC will continue to thrive and deliver meaningful contributions to CGIAR’s mission.
