In any organisation there will be lots of people who have ideas as to how things could be improved, but how do you decide which ones to back?
If you don’t have the capabilities to deliver your intended strategy, you’ll fail. In the same way, if you don’t have the right culture to deliver it, you’ll fail. And the solution is no different in either scenario.
One of the biggest challenges for charities over the next few years will be how to bridge the gap between the money you can raise, and the money you need to spend, and there are just three ways to do that…
One of the interesting aspects of what I’ll call “the charity mindset”, is that we do things on a shoestring and if we can cover our costs, we’re good to go. That mindset leads to some very dangerous assumptions indeed.
If all you’re doing in most of your meetings is agreeing to carry on with the current plan, your time would probably be better spent elsewhere.
The best way to develop high value commercial income with genuine impact, is to find unmet need and to create new markets around it, but that means a lot of people inside your charity need to change their expectations.
Easter is usually a quiet time here at Drake Towers. This year though, things were different…
Most of the charities I work with are having to change, but the thing that most often slows them down, is persuading their passionate long-standing people to embrace those changes
In this three minute video, Martyn demonstrates and explains a simple tool that you can use with the executive team in your charity and social enterprise, to quickly prioritise the big initiatives
Like any tool that’s poorly understood, the “theory of change” seems to have as many nay-sayers as proponents. So, in an attempt to demystify what can be an extremely powerful technique, let me share my experience.