Introduction on Organizational Structure and Function

The Strategy to 2020 has taken Cochrane into a new phase of its evolution. It offers us a new strategic framework in which to operate, so that Cochrane prioritizes work that is aligned with the Strategy and ensures that it is ‘fit for purpose’ to deliver the Strategy with an organization configured to deliver our strategic goals.

This means that we need to revisit the core functions of Groups to make them more relevant to our future needs and external demands. It is also likely that structural changes will be required to ensure we can deliver our Strategy. Whilst Cochrane’s Strategy to 2020 continues to place primary importance on the production of high-quality, relevant evidence, it also emphasizes the need to make our evidence accessible and for us to engage actively in advocacy around evidence-based practice to achieve our mission. The dissemination and promotion of Cochrane evidence in health and healthcare policy and practice amongst diverse user groups in different countries and regions; knowledge translation – including translation into local languages – of Cochrane evidence into forms of products and services that are much more accessible and valuable for people in their geographic space; and advocacy initiatives for Cochrane policies and positions, and for evidence-informed medicine, all represent areas of greatly increased activity for Cochrane in its Strategy to 2020 which require us to think differently about the roles, functions, and structures of Cochrane Groups.