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Founded in 1961 in response to concern over the environmental impact of life on earth, WWF had been a major player in the conservation movement in the years since. The organisation wove together a network of offices in both funding nations and in countries where the bulk of conservation work was done. The organisation had, at first, operated as a marketplace of ideas, programmes and financial support. A worthy conservation project would be conceived in one nation and marketed to those offices with the wherewithal to fund it. Projects with the most compelling proposals gained funding. This system resulted both in organisational efficiencies and inefficiencies. By 2006, it had become clear that the organisation was 'winning the battle but losing the war'. Despite their significant achievements and best efforts, the state of the world was deteriorating. WWF needed to more effectively organise, focus on a few global priorities and coalesce robustly around them. The fate of the world was at stake. Failure was not an option.