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Luis E. (Lucho) Osorio-Cortes
Common Sense Development | Market Systems Development (MSD) | Organisational Learning | Resilience | Scaling Up
Luis E. (Lucho) Osorio-Cortes is a Senior Advisor for Market Systems at Mercy Corps, where he focuses on creating inclusive market development strategies that foster economic growth and resilience. Based in London, he has extensive experience working in various countries, including Colombia, Peru, Nepal, and Kenya, among others.
Professional Background
Osorio-Cortes transitioned from a background in Chemical Engineering to international development in 1995. He initially worked with the Colombian NGO Fundacion Social, where he gained experience in participatory development and project management. He holds an MPhil in Development Studies from the Institute of Development Studies at the University of Sussex, earned through a scholarship from the W.K. Kellogg Foundation.
Before joining Mercy Corps in January 2021, he spent a decade at Practical Action in the UK, concentrating on market systems development and organizational learning. His work includes significant initiatives such as:
- USAID's Leveraging Economic Opportunities (LEO) Programme, which supports inclusive growth through market programming.
- The Market Facilitation Initiative (MaFI) under the SEEP Network, aimed at enhancing collaboration among market facilitators.
Osorio-Cortes is also known for his contributions to the Water Innovation Technologies (WIT) program in Jordan, which applied market systems development principles to achieve substantial water conservation outcomes.12
Key Skills and Interests
His expertise lies in:
- Market Systems Development (MSD)
- Organizational Learning
- Resilience Building
- Scaling Up Initiatives
Osorio-Cortes is passionate about sharing knowledge with entrepreneurs and policymakers to foster sustainable market development initiatives that can scale effectively.1
Highlights
Rule of thumb for donors evaluating MSD programs: The more activities and fronts a program tries to cover, the less systemic it is likely to be. (And the higher the risk of failure and waste).
This may sound counterintuitive because it has become common to think that complex problems require lots of interventions on lots of different points of a system. This is wrong. The more we understand the structure and dynamics of a system the more we can narrow down on a few points where changes have knock-on effects or reverberate on other points.
Also...
Be very worried when you see...
- Activities that are not synergic between them
- Activities that aim to address symptoms, rather than causes
- Activities that try to "help" the target groups directly
- Activities done and paid for by the implementer
Be very worried when you DON'T see...
- Activities to promote organisational learning (keep an eye on the lack of collaboration between field staff and MEL staff)
- Activities to promote evidence gathering and dissemination
- Activities to promote AND SUSTAIN relationships between market actors that contribute to the feasibility of inclusive business models
- Activities to create networking and learning among market actors
- Activities to strengthen the capacity of market actors to influence policies and social norms
There is more but I'll stop here.
Which activities or lack thereof make you "nervous" when you assess the design of an MSD program?
Some things like "formalisation", "certification", "improved seeds" and "clean energies" sound like a great idea... Until you look at them through the cold lens of economic feasibility.
Just because it would be ideal to have them, it does not mean we should push for them without first understanding:
- Why have they not happened yet?
- Who are the actors who have systematically blocked their adoption? Why are they doing it? Or..
- Who are the actors that must drive their adoption? What incentives do they have to take risks and invest in their adoption? What obstacles do they face?
Ignoring these questions will cost you the sustainability and scalability of your interventions.
