Three years ago I felt like something of a lone voice in championing the commercial opportunity for charities. Now, it feels like awareness and interest is definitely gaining momentum.
Ideas that look great on paper may not look quite so great to your potential customers. So how do you decide when to invest behind new ideas?
A single, harmonious organisational culture is a myth. Subcultures are inevitable, but they don’t have to be a problem if you follow these steps.
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…