Innovating under fire
The network takeover
parallax background

Has the UN outlived its usefulness?

Established to foster global peace, it has become a paralysed institution

November 4, 2024

7 min read

November 4, 2024

7 min read

The United Nations, established in 1945 at the end of World War II, has sadly virtually outlived its usefulness as it commemorates its 79th anniversary due to its failure to reform and adjust to the new world order following the collapse of the Soviet Union, which is significantly different from when the UN was established.

The UN’s mission, which is to promote peace and stability, has failed time and again, as many of the current violent conflicts, especially the Ukraine War and the Israeli-Palestinian conflict, glaringly demonstrate.

As Ukrainian President Volodymyr Zelensky aptly put it when he asked during his address to the Security Council in 2022: “Where is the security that the Security Council needs to guarantee? … Where is the peace?”

Over the years, scholars and think tanks have offered reformist ideas to make the UN more adaptable and responsive to the changing world order. They have failed primarily because of how the UN was structured and the opposition of the five permanent members of the United Nations Security Council (UNSC)—the US, Russia, China, Britain, and France—to any significant reforms that could diminish their power.

Offering any comprehensive reforms to the UN is certainly beyond the scope of this column. However, there are some limited reforms that the UNSC can take, without a fundamental change in its structure, to enhance its effectiveness in maintaining global peace.

Before that, it is essential to point out some of the UN’s shortcomings to put into context the limited reforms that can be taken.

The UN Security Council’s structure

The UN Security Council’s structure, particularly the veto power held by its five permanent members, often leads to inaction.

This power allows any one of these countries to block resolutions, even if there is broad international support. This has resulted in deadlocks on critical issues such as the Syrian Civil War, the Ukraine War, and the Israeli-Palestinian conflict.

The killings of civilians and the destruction of cities and towns, particularly by Israel and Russia, are devastating and continue unabated. The International Criminal Court and UN human rights experts have repeatedly called on the Security Council to act. In these cases, the US and Russia’s adversarial relations prevented them from reaching solutions to mitigate these conflicts.

The composition of the Security Council does not reflect current global dynamics, leading to questions about its legitimacy and effectiveness. Calls for reform have been persistent but largely unaddressed due to the reluctance of current permanent members to alter a system that benefits them.

Only one-quarter of the global population is represented by the Security Council. Blocks of countries, including Muslim states, African nations, South American countries, and India, with over 1.3 billion people, are not represented in the SC.

Peacekeeping constraints

The UN peacekeeping missions are often criticised for their limited mandates and resources. Peacekeepers are usually deployed in areas where there is no peace to keep, like Cyprus, Kosovo, and Western Sahara.

They are generally not adequately equipped or have the authority to engage in violent operations. This limitation is starkly evident in regions plagued by terrorism and violent extremism, including the Sahel region in Africa, the Democratic Republic of Congo, and the Central African Republic, where peacekeepers struggle to stabilise situations without adequate support from powerful nations.

In addition, there is often a disconnect between UN mandates and local realities, which complicates peacekeeping efforts. Peacekeepers are not adequately trained or prepared to handle complex regional dynamics, leading to ineffective interventions.

Lack of enforcement mechanisms

The UN often lacks effective enforcement mechanisms for its resolutions. While the Security Council can theoretically impose sanctions or authorise military action, veto power and political considerations frequently prevent decisive actions.

This allows countries that are committing crimes against humanity or engaged in war crimes to escape any punitive measures with impunity, even when imposed by the UNSC.

National interests over global peace

The interests of powerful member states often precede collective global security objectives. The major arms-exporting nations are also permanent members of the Security Council, creating conflicts of interest that undermine efforts to resolve disputes where these nations have strategic interests.

This is highly evident in the Israel-Hamas war and Russia-Ukraine wars, where the US, in particular, is providing massive military support. In this context, geopolitical rivalries among major powers hinder consensus on critical issues.

For example, China and Russia often align against Western countries on various international matters, leading to a stalemate in effectively addressing conflicts.

Misalignment of funding and functions of UN agencies

There are ongoing debates about inefficiencies in some UN agencies and the need for reforms to improve effectiveness.

Funding of these agencies is often inconsistent with the desired purpose, particularly for global functions like human rights work. There is also a significant shift from principal, flexible funding to tightly allotted contributions for specific purposes.

For some agencies like UNDP and UNICEF, over 80 per cent of funding is now earmarked, which can reduce agencies’ ability to respond flexibly to emerging needs. What makes matters worse is that decisions about continued funding of agencies are often influenced by political considerations rather than just effectiveness.

Finally, member states often disagree on which agencies remain useful, making it difficult to defund or eliminate agencies deemed ineffective or have outlived their usefulness altogether.

Bureaucratic inefficiencies

Slow bureaucratic processes and mismanagement frequently hamper the UN’s operations. These inefficiencies can delay critical humanitarian aid and other interventions necessary for maintaining peace.

Addressing these issues would require substantial reforms, particularly within the Security Council, alongside a commitment from member states to prioritise global peace over national interests.

Reforms that can enhance effectiveness of UN operations

Given, however, the insurmountable difficulties in undertaking comprehensive reforms of the UN, it is still possible to reform the UNSC to enhance its effectiveness in maintaining global peace, which involves addressing several key issues.

Here are several doable reforms that could rectify some of the problems.

Reforming Veto Power: Reform proposals include limiting the use of vetoes, particularly in cases involving mass atrocities or violations of international law. This could include requiring a supermajority for vetoes to be effective or mandating discussions in the General Assembly following a veto.

Regional Representation: Ensuring geographic balance and representation of diverse cultures and civilisations is crucial. This could involve creating regional seats that rotate among countries within a region, thereby enhancing representation without significantly increasing the number of permanent seats.

Strengthening the Role of the General Assembly: Enhancing the General Assembly’s role in peace and security matters could counterbalance Security Council paralysis. Initiatives like the “Uniting for Peace” resolution allow the General Assembly to act when the Security Council is deadlocked. Given the differing national interests and geopolitical considerations, consensus-building can still be achieved without necessarily compromising national interests.

Non-amendment Reforms: Reinterpreting existing UN Charter provisions may allow for more flexible responses to global crises without formal amendments. Such reforms could empower other UN bodies to act when the Security Council cannot.

Balancing Power Dynamics: Expanding membership while managing veto power requires careful negotiation to ensure new members do not exacerbate gridlock. There is also concern about maintaining the council’s effectiveness with an increased number of members.

Expansion of Membership: Increasing permanent and non-permanent members is a widely discussed reform. This expansion could include adding new permanent members without veto power, such as countries from underrepresented regions like Africa, Latin America, and Asia. The G4 nations (Brazil, Germany, India, and Japan) and African countries have been prominent candidates for permanent seats.

Although there is broad agreement on the need to reform the UNSC, achieving that involves piloting multifaceted geopolitical landscapes and balancing various national interests. That said, incremental changes, especially those not requiring formal amendments to the UN charter, may offer a feasible path forward.

If the UNSC does not adopt some of these reforms, the UN will virtually outlive its usefulness, especially in the area of conflict resolution, where the daily horrific death and destruction around the world attests to its dismal failures.

Alon Ben-Meir

Alon Ben-Meir

Dr Alon Ben-Meir is a retired professor of international relations at the Center for Global Affairs at NYU.

Share

Case study: Global technology company

1. The Client

A global technology company operating across EMEA, with a regional HQ in Istanbul. The company manages 20+ markets, handling everything from brand campaigns to strategic partnerships.

Role we worked with: The EMEA Head of Marketing (supported by two regional managers).

2. The Challenge

Despite strong products and a respected global brand, the regional team was struggling with:

  • Misaligned strategy across markets → campaigns executed with inconsistent narratives.
  • Slowed growth → lead generation plateaued despite increasing spend.
  • Internal friction → marketing, sales, and product teams disagreed on KPIs and priorities.

Traditional fixes (more meetings, more reporting) only created more noise.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional HQ team.

  • Day 1–3: Intake → Reviewed decks, campaign data, and plans.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Sales and marketing had different definitions of “qualified lead.”
    • 40% of spend was going into low-potential markets.
    • The team assumed the problem was lack of budget, but it was actually lack of alignment.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint uncovered that the issue wasn’t budget, but fragmentation.
Three sharp insights unlocked a way forward:

  1. Unified KPIs bridging marketing + sales.
  2. Market prioritisation → shifting budget to 5 high-potential markets.
  3. Simplified narrative → one EMEA core story, locally adaptable.
By just realigning resources and focus, the client could unlock an estimated £250,000 in efficiency gains within the next 12 months — far exceeding the Sprint’s value guarantee. The path to higher returns was already inside the business, hidden by misalignment.
5. From Sprint to Action (4 Pillars Applied)

With clarity secured, Reinvantage didn’t suggest “more projects.”

Instead, we used the Sprint findings to create laser-focused next steps — drawing only from the areas that would deliver the most impact:

  • Readiness → Alignment workshops for sales + marketing teams. New playbooks clarified “qualified lead” definitions and reduced internal disputes.
  • Foresight → A market-opportunity scan identified which 5 countries would deliver the highest ROI, removing the guesswork from allocation.
  • Growth → Guided the reallocation of €2M budget and designed a phased rollout strategy that protected risk while maximising return.
  • Positioning → Built a messaging framework balancing global consistency with local nuance, ensuring campaigns spoke with one clear voice.

Because the Sprint had stripped away noise, these actions weren’t generic consulting ideas — they were directly tied to the breakthroughs.

6. The Results
  • +28% increase in qualified leads across the region.
  • 30% faster campaign rollout due to streamlined approvals.
  • Budget efficiency gains → €2M redirected from low-return to high-potential markets.
  • Internal cohesion → marketing + sales now use a single shared dashboard.
The client came in believing they needed more budget.
The Sprint revealed that what they really needed was clarity and alignment.

With that clarity, the four pillars became not theory, but practical tools to deliver measurable impact.

The Sprint guaranteed at least £20,000 in value — but in this case, it helped unlock more than 10x that within six months.

Case study: Regional VC fund & accelerator

1. The Client

A regional venture capital fund and accelerator focused on early-stage tech start-ups in the Baltics and Central Europe.

The fund had raised a new round and was under pressure to deliver stronger returns while also building its reputation as the go-to platform for founders.

Role we worked with: Managing Partner, supported by the Head of Portfolio Development.

2. The Challenge

Despite a promising portfolio, results were uneven.

Key issues:

  • Scattered portfolio support → no consistent playbook for start-ups, every partner did things differently.
  • Weak differentiation → founders and co-investors saw the fund as “one of many” in the region.
  • Stretched team → too many small bets, not enough clarity on which companies to double down on.

The leadership team knew something was off, but disagreed on whether the issue was pipeline quality, market conditions, or internal capacity.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the partners and portfolio team.

  • Day 1–3: Intake → Reviewed pitch decks, pipeline funnel data, and start-up performance reports.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • No shared definition of a “high-potential founder.”
    • Support resources were spread too thin across the portfolio.
    • The fund’s positioning was more reactive than proactive — it didn’t own a distinctive narrative in the market.
  • Day 5–10: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the challenge wasn’t pipeline quality — it was lack of focus and positioning.

Three core insights provided the turning point:

  1. Portfolio Prioritisation Framework → defined clear criteria for where to double down.
  2. Founder Success Playbook → standardised support model for portfolio companies.
  3. Differentiated Narrative → repositioned the fund as “the accelerator of reinvention-ready founders.”
These shifts alone gave the fund a path to add an estimated £2M+ in portfolio value over the following 18 months, by concentrating capital and resources where they could move the needle most.
5. From Sprint to Action (4 Pillars Applied)

With clarity from the Sprint, Reinvantage created a tailored support plan:

  • Readiness → Coached partners on using the new prioritisation framework and trained the team on deploying the Founder Success Playbook.
  • Foresight → Ran scenario analysis on regional tech trends, helping the fund anticipate where capital would flow next.
  • Growth → Guided resource reallocation across the portfolio and supported new co-investor pitches for top-performing start-ups.
  • Positioning → Crafted a sharper brand story for the fund, positioning it as the reinvention partner for globally minded founders.
6. The Results
  • 10 portfolio companies onboarded to the new Playbook → greater consistency of support.
  • Raised follow-on capital for 3 top start-ups with the new prioritisation framework.
  • +26% increase in inbound deal flow from founders citing the fund’s new positioning.
  • Stronger internal cohesion → partners aligned on where to focus resources.
The client thought the problem was pipeline quality.
The Sprint showed it was actually lack of clarity and focus inside the firm.

By applying the four pillars, Reinvantage helped turn scattered effort into concentrated value creation.

The Sprint guaranteed at least £20,000 in value; here it set the stage for multi-million-pound upside in portfolio growth.

Case study: International impact Organisation

1. The Client

A large international impact organisation focused on entrepreneurship and economic empowerment.
The organisation runs multi-country programmes across Eastern Europe and Central Asia, often in partnership with global donors and corporate sponsors.

Role we worked with: Senior Programme Director, responsible for regional coordination.

2. The Challenge

The organisation had launched a flagship regional initiative supporting women entrepreneurs, but the programme was underperforming.

Key issues:

  • Fragmented delivery → each country office interpreted the programme differently.
  • Donor frustration → reporting lacked consistency and clear impact metrics.
  • Lost momentum → staff energy was spent on administration rather than scaling success stories.

Traditional programme reviews had produced long reports, but no real alignment or action.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional leadership team and representatives from two country offices.

  • Day 1–3: Intake → Reviewed donor reports, programme KPIs, and field feedback.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Donors cared about quantifiable outcomes, but reporting focused on stories.
    • Staff were duplicating efforts across countries, wasting time and resources.
    • The initiative lacked a clear theory of change — everyone described its purpose differently.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the issue wasn’t donor pressure or programme design — it was a lack of shared framework and alignment.

Three critical insights reshaped the path forward:

  1. One Unified Theory of Change → agreed narrative for why the programme exists.
  2. Core Impact Metrics → clear, comparable KPIs across all countries.
  3. Smart Resource Sharing → digital hub to stop duplication and accelerate knowledge flow.
By eliminating duplicated reporting and clarifying what success looks like, the client saw they could save the equivalent of £100,000 in staff time annually — while also unlocking stronger donor confidence and follow-on funding opportunities.
5. From Sprint to Action (4 Pillars Applied)

Armed with Sprint clarity, Reinvantage proposed a laser-focused support plan:

  • Readiness → Trained programme leads on using the new metrics and integrated them into existing workflows.
  • Foresight → Analysed donor trends and expectations, aligning the initiative with the next funding cycle.
  • Growth → Developed a funding case based on the new unified theory of change, securing higher renewal chances.
  • Positioning → Crafted a regional success narrative and storytelling toolkit, helping them showcase results consistently across markets.
6. The Results
  • 30% less time spent on reporting → freed capacity for programme delivery.
  • Donor satisfaction improved → positive feedback on the clarity of impact evidence.
  • Secured new funding commitment → one major donor increased their contribution by 20%.
  • Stronger internal morale → staff felt they were working with clarity, not chaos.
The client thought it needed better donor management.
The Sprint revealed it needed a shared foundation across its teams.

By anchoring on the four pillars, Reinvantage turned alignment into efficiency gains and fresh funding opportunities.

The Sprint guaranteed at least £20,000 in value; here it unlocked both six-figure savings and future-proofed funding.

Case study: National digital development agency

1. The Client

A national digital development agency tasked with driving the government’s digital transformation agenda, including e-services, citizen portals, and smart city pilots.

Role we worked with: Director of Digital Transformation, supported by IT and service delivery leads from three ministries.

2. The Challenge

The agency had strong political backing but faced hurdles in implementation.

Key issues:

  • Siloed projects → each ministry developed digital tools independently, leading to duplication.
  • Citizen frustration → services were digital in name, but still required multiple logins and offline steps.
  • Funding pressure → international partners demanded clearer impact in the short term.

The agency wanted to accelerate momentum but struggled to get alignment across ministries.

3. The Sprint

We ran a 14-day Immersive Reinvention Sprint with the agency’s leadership and digital focal points from three ministries.

  • Day 1–3: Intake → Reviewed strategy docs, donor reports, and citizen feedback data.
  • Day 4: Immersive Sprint Session (half-day) → Breakthroughs:
    • Each ministry had different definitions of “digital service.”
    • 20% of budget was going into overlapping pilot projects.
    • Citizens’ top frustrations were known — but not prioritised.
  • Day 5–14: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the biggest blocker wasn’t lack of funding, but lack of shared priorities.

Three practical insights stood out:

  1. One Definition of Digital Service → agreed across ministries.
  2. Quick-Win Prioritisation → focus on top 3 citizen pain points (ID renewal, business registration, healthcare booking).
  3. Shared Resource Map → pool budgets to eliminate duplication.
These changes alone allowed the agency to unlock £75,000 in immediate savings and deliver 2–3 visible improvements in the next quarter — meeting donor expectations and building citizen trust.
5. From Sprint to Action (4 Pillars Applied)

Based on the Sprint clarity, Reinvantage proposed a modest, targeted package of support:

  • Readiness → Facilitated inter-ministerial workshops to embed the “one digital service” definition.
  • Foresight → Analysed citizen feedback trends to shape the quick-win roadmap.
  • Growth → Supported the reallocation of funds to joint projects, reducing overlap.
  • Positioning → Crafted a communication plan highlighting early digital wins to donors and citizens.
6. The Results
  • 2 pilot services integrated into the central portal (ID renewal + healthcare booking).
  • Budget savings of £75,000 from eliminating overlapping projects.
  • Citizen satisfaction up modestly → call centre complaints on digital services dropped by 12%.
  • Donor confidence improved → short-term impact report received positive feedback.
The client thought it needed more funding and bigger projects.
The Sprint revealed it first needed clarity and alignment.

By applying the four pillars to a targeted scope, Reinvantage helped deliver visible results within a single quarter — proving progress to citizens and donors and laying the groundwork for deeper transformation.