The INGO of the future focuses on building its own skills to accompany and support local groups, community leaders, and grassroots initiatives, rather than overpower or co-opt them. The INGO of the future is able to restructure and revise their accountability requirements to focus on the minimum structure and financial controls necessary, rather than asking local implementing "partners" to change. The INGO of the future is lowering the “glass ceiling” for local groups to participate in decision-making about aid resources, is bucking the paradigm of development without local sovereignty, and is demonstrably serious about downward accountability. It is in encouraging and supporting these qualities and processes that we may find the real challenges of change management for donors and NGOs. The “expertise infusion” development model is indeed being transformed before our eyes. Effective development practitioners will have to pay much more attention to the concept of organization itself and the practice of facilitating the development of authentic and sovereign local organization and social movements. This requires also a subtlety of practice to give thoughtful and careful support where it is needed, which is indeed difficult within the current project cycles that currently dictate our day-to-day work in the aid industry. Thanks to Oxfam for showing the way.