Although collaboration is an intensive way of working together, it is essential for such efforts to achieve shared goals. Health technology assessment (HTA) is transdisciplinary and has an important history of collaboration, with collaboration featuring increasingly in the strategic plans of HTA bodies and stakeholders. Collaboration can be between HTA bodies and between HTA bodies and other stakeholders—most notably regulators but increasingly payers, patient and caregiver organizations, clinicians–clinical societies, and academia. The 2024 HTAi Global Policy Forum (GPF) discussed collaborations involving HTA bodies, reviewing existing and previous collaborations to see what has worked and what can be learned. Core discussion themes included: (i) determining the collaboration purpose is essential but may be dynamic, changing over time; (ii) choosing the collaboration topic takes time, requiring upfront investment and stakeholder mapping; (iii) inviting the right participants and treating them equally is important, including those who can impact HTA, those who will be impacted by HTA and those who bring new information; (iv) collaborations need clear governance, defined roles, responsibilities, metrics, and case study–pilots can be a useful operational model; (v) resourcing collaborations sustainably is a challenge—the time, people, and money required are often under-estimated; (vi) undertaking continual, iterative learning reviews ensures ongoing value and impact of collaborations. Recommendations for future work include the development of a “go/no-go” checklist to determine when collaboration is needed, supplemented with a set of “best practice” principles for establishing and working in collaborations involving HTA bodies.

To what extent has the glass ceiling in global governance been shattered? To answer this question, we need to look beyond the numbers on women’s representation and study how far women are perceived as inspiring and visionary leaders in global governance. This article offers an analysis of perceptions of inspiring and visionary leadership in global multistakeholder initiatives from a gender perspective. Based on 467 interviews with participants in a leading multistakeholder initiative, the Internet Corporation for Assigned Names and Numbers (ICANN), it presents four findings: (1) respondents identify more men than women as inspiring and visionary leaders, with the difference roughly corresponding to the share of women in leadership roles; (2) respondents tend to ascribe more leadership attributes to women than to men when explaining why they find them inspiring and visionary; (3) both feminine and masculine leadership traits are appreciated in relation to both men and women leaders at ICANN; (4) female respondents identify more women as inspiring and visionary leaders than male respondents. These findings contribute novel insights into gendered perceptions around leadership and the importance of role models in global governance. They also shed much-needed light on the demands and expectations from leadership in global multistakeholder arrangements.