One of the themes in my recent conversations with the sector, is the desire to engage better with businesses. There are two opportunities: income and mission, but one is far greater than the other.
Within the media stories about Jamie Oliver’s restaurant chain going into administration, are hidden lessons for many charities.
Honesty, candour and the willingness to share openly are among the sector’s greatest attributes, but they have far more potential than is currently being realised.
In vision statements and outward-looking aspirations, charities and non-profits are rarely short of bold ambition. But it’s often the avoidance of negative consequences that shapes the action plan.
Some of the most debilitating constraints faced by the charity sector have a common root cause. Which implies there could be a common solution if we are collectively willing to take it on.
The idea that any plan sufficiently detailed to merit the name, will still be relevant in three, two, sometimes even one years’ time, is utterly naïve.
Almost every charity CEO wants their organisation to move faster, to become more responsive, more flexible, more agile. The solution is far simpler than you might expect.
Earned income has been the single biggest driver of the growth in charity income for most of the last twenty years, and it currently represents over 50% of all charity revenue. Growing it is a priority for many charities, but it’s not easy…
How much more effective could your charity be if its people were more professional?
Innovation capability is patchy in most organisations, but taking a more strategic approach to innovation can increase margins, accelerate growth, and open up new ways to have a greater positive impact.