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.
For centuries we’ve lived in a capitalist world shaped largely by commercial and economic interests, and that’s not changing any time soon, but commercial markets can be a powerful force for good.
The problem with setting targets is that you achieve them, when perhaps you could have achieved far more.
Innovation, or so we believe, is the silver bullet that will simultaneously broaden our reach, increase our impact, raise us out of the crowd and future-proof our organisation. The irony is, a silver bullet is the last thing we should be looking for.
There’s no point developing new services or products that are relevant to customers now, only to find that by the time they’re ready to launch, the audience has moved on. You need to skate to where the puck is going to be, in two or three years’ time, not to where it is now.