Repositioning an Agriculture & Labour Law Institution for a Changing World

Context

A specialized school focused on agriculture, labour law, and social development, embedded within a Latin American university, was confronting a familiar but urgent challenge.

While the institution had long played a critical role in supporting food systems, worker protections, and rural economies, it was increasingly perceived as peripheral in a global education landscape dominated by technology, finance, and digital innovation.

Student recruitment was becoming more competitive.
Donor attention was drifting toward “future-facing” disciplines.

And yet, the institution’s leaders understood a deeper truth:

• The future of equitable growth, food security, and societal health depends precisely on the domains this school serves.

At the same time, the institution was exploring a major renewal and fundraising initiative — including academic investment, international visibility, and the potential naming of the school in recognition of a prominent alumnus.

I was part of a team engaged at a pre-execution stage to support strategic repositioning, narrative clarity, and long-term campaign framing before decisions were made about fundraising, branding, or public programming.

Phase I — Framing

What decision are we actually making?

Initial conversations revealed that the institution was grappling with more than declining interest in a particular field of study.

The deeper questions were structural and philosophical:

• How do agriculture and labour law position themselves in a world captivated by tech and capital?

• How does the institution articulate relevance to students who may never have set foot on a farm?

• What responsibility does a school like this hold in shaping sustainable, humane economies — particularly in emerging and rural contexts?

This phase reframed the challenge from “modernizing perception” to asserting purpose.

The real decision was not whether to compete with technology or finance, but whether to confidently claim a leadership role in social innovation, food systems, and worker equity — domains foundational to global stability and quality of life.

Phase II — Narrative Definition

What story are we committing to?

With the decision clarified, the work moved into defining a strategic narrative capable of elevating the institution’s role without apologizing for its focus.

Rather than positioning agriculture and labour law as “traditional” disciplines in need of rescue, the narrative reframed them as:

• engines of sustainable economic development

• critical to climate resilience and food security

• essential to protecting human dignity and labour in a globalized economy

The narrative emphasized that innovation does not belong exclusively to Silicon Valley or financial centres — and that many of the world’s most urgent challenges require contextually grounded, ethically informed expertise.

This framework also provided a unifying story for students, faculty, alumni, and donors: one that connected local impact to global relevance.

Phase III — Experience Translation

If this is the direction, what does it require?

Narrative intent was then translated into experience principles that could guide renewal across academic, philanthropic, and public-facing initiatives.

This phase addressed:

• how students would experience the institution as a platform for real-world impact

• how donors and alumni would encounter a vision worth investing in

• how the institution could convene global dialogue without losing regional authenticity

A key outcome was the strategic framing of an international summit on social innovation and entrepreneurship, hosted by the institution and the city in which it is located.

Rather than serving as a standalone event, the summit was positioned as:

• a declaration of the institution’s renewed identity

• a platform for global exchange across Latin America, Africa, Asia, and beyond

• a moment of visibility for the city as a hub for development-oriented innovation

Strategic guardrails ensured that all future expressions — from donor engagement to public events — reinforced a coherent, credible narrative.

Phase IV — Stewardship (Selective)

When the moment demands continuity of authorship

Given the complexity and long horizon of the renewal effort, I continue to serve in a strategic advisory and creative stewardship capacity as the work evolves.

This ongoing role includes guiding alignment across:

• institutional leadership and board members

• donor recognition and naming considerations

• public and media-facing moments, including a potential gala and international summit

My focus remains on ensuring the institution’s renewal stays coherent, values-driven, and resonant as it moves from strategy into lived public presence.

Outcome

The institution is entering a renewed phase of confidence and narrative clarity that continues to unfold in real time.

Early signals of transformation are emerging through:

• renewed philanthropic momentum and long-term investment

• strengthened positioning in global discourse around food, labour, and societal wellbeing

• expanding international convening and partnership activity

The work demonstrates how institutional renewal is sustained over time through narrative coherence, strategic patience, and careful stewardship. Institutions serving foundational sectors of society can reclaim narrative leadership — without chasing trends that do not serve their mission.

Marie Fe's Role (Lead)

• Pre-Execution Institutional & Campaign Strategy

• Strategic Narrative Definition

• Capital Campaign & Donor Framing

• Event-Led Place Positioning (Selective)

• Advisory & Creative Stewardship

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Many of these engagements remain ongoing.
Details are offered with care to preserve institutional confidence and trust.

Much of this advisory work has developed over time alongside my senior creative and institutional roles, often within environments where strategic influence unfolds quietly and requires discretion.

Across my advanced postgraduate studies in international contexts, cross-sector practice, and long-term engagement with leaders navigating complex public initiatives, a consistent focus has emerged: clarifying narrative, direction, and consequence before execution begins. The aim is to design strategic guardrails in narrative & experience architecture, so that the execution phase is worthy of all the investment it will require.

The framework and case studies shared here reflect work that has been tested in practice over many years—now articulated more visibly as an integrated advisory practice.