Despite Dr. William Dar's reforms, ICRISAT faced unresolved challenges such as financial instability, due to ongoing funding shortages, and difficulties in meeting external review expectations from CGIAR. Additional obstacles included understaffing and an overburdened workforce. To address these, strategies could involve enhancing partnerships to secure diversified funding, improving visibility of positive research outcomes to attract more donors, and enhancing recruitment efforts to alleviate staff shortages. Demonstrating real-world application of research to local farmers may also strengthen CGIAR review outcomes .

Dr. William Dar transformed ICRISAT's operations and culture by mapping out a new vision, mission, and research strategy. He implemented proactive governance, decentralized management, and a change management approach that turned resistance into commitment by actively involving employees in decision-making processes. Dar emphasized articulating a vision for the future and aligning individual goals with organizational objectives. He fostered a free-flowing communication channel, encouraged teamwork, and promoted public-private-farmer partnerships to capitalize on technology transfer. By instilling the mantra 'Take Team along,' he ensured team cohesion and active subordinate involvement .

Dr. William Dar addressed high staff turnover and low morale by fostering an environment of empowerment, knowledge dissemination, and resource mobilization. He involved employees in setting a new vision and strategy, motivated them by supporting their research development and well-being, and encouraged a collaborative work culture. Dar's leadership style emphasized teamwork and communication, which led to an improved workplace atmosphere and increased morale. However, while morale improved, challenges of understaffing and workload remained due to financial constraints .

Dr. William Dar's initiatives, such as mapping a new vision and mission for ICRISAT and promoting teamwork in decision-making, directly aligned with CGIAR's broader objectives of agricultural development, food security, and environmental protection. This alignment fostered a cohesive direction for research and development, increased the relevance of research outputs, and aimed to ensure these outputs were applicable and beneficial to small and marginal farmers. Consequently, Dar's leadership fostered an environment where research was more strategic, targeted, and potentially impactful, improving both internal leadership perceptions and external stakeholder engagement .

The effectiveness of the public-private partnership model in addressing ICRISAT's funding issues is limited due to its intrinsic conflict with CGIAR's non-profit goals. While the model can potentially bring in funds by aligning with market-driven objectives, this focus on profitability does not align with CGIAR's mission to address agricultural development and food security without profit motives. Thus, while public-private partnerships might offer short-term financial relief, they do not provide a sustainable solution if not aligned with CGIAR's core values and objectives .

ICRISAT faced financial challenges due to unlimited funding and spending in the late 1990s without yielding results, leading to a loss of funding. Dr. William Dar attempted to address these issues by pushing for a public-private partnership model similar to what he successfully implemented in the Philippines. The goal was to produce results aligned with CGIAR's goals, which could convince donors to provide financial inputs. However, although the public-private partnership model was considered, it conflicted with the CGIAR's non-profit objectives, and the issue of financial sustainability remained unresolved .

Dr. William Dar objected to relocating ICRISAT's headquarters from Hyderabad to Africa, arguing that Southeast Asia required substantial research attention due to low yields and remained a neglected area. Furthermore, Hyderabad's diverse soil types offered a unique advantage for diverse agricultural research compared to African locations. Maintaining the location allowed ICRISAT to leverage existing infrastructural and environmental conditions ideal for research variety, potentially enhancing its research outputs' effectiveness and applicability, while providing strategic alignment with regional agricultural needs .

Dr. William Dar greatly influenced the integration of technology into practical applications for small and marginal farmers by promoting public-private-farmer partnerships. He focused on overcoming the gap between substantial research output and its practical implementation, a prevailing issue at ICRISAT. Through these initiatives, Dr. Dar was able to capitalize on technology transfer, ensuring that research findings were not just theoretical but applied on the ground, directly benefiting farmers .

Dr. William Dar's 'Science with a human face' approach was reflected in ICRISAT's operational practices by emphasizing the human elements in scientific research and institutional processes. This approach fostered a more humane and supportive working environment, facilitating open communication and collaboration, which improved employee morale and engagement. Operationally, it translated into initiatives that considered the socio-economic impacts of research and emphasized practical application to address real-world farmer needs, demonstrating a commitment to both scientific excellence and social responsibility .

Dr. William Dar's leadership style, characterized by proactive governance, decentralized management, and inclusive decision-making, played a crucial role in reforming ICRISAT. By articulating a clear vision for the future and aligning individual and organizational goals, he cultivated a sense of ownership and purpose among staff, which enhanced operational effectiveness. His approach of 'Science with a human face' and promoting public-private-farmer relationships rebuilt ICRISAT's external image while instilling confidence in its internal processes. These efforts resulted in a substantial increase in research output and capitalizing on technology transfers .