Desperate times may call for desperate measures, but times of great change also create an opportunity to embrace great change in our response, through transformational thinking
Many of the charities I speak to are trapped within a cage of their own making as their income erodes and their business models become increasingly challenged…
The most important first step for rebuilding an organisation is awareness. Awareness of how this unique situation is affecting different people in profoundly different ways, why, and what you can do to help.
Scenarios exist to create discomfort – to make you think, to generate more radical ideas and solutions, to mentally prepare you for the possibility that something like it may someday happen.
Over the last two weeks I’ve seen a dramatic shift in CEO focus, from dealing with the issues of today, to looking at the challenges of tomorrow; of Summer, Autumn and Winter; and of what comes after that.
The uncertainties our sector has experienced in the last few weeks, the fluidity of the situation, the financial pressures, the waiting for announcements, and the constant need to react and respond; all of those things will be with us far longer than we’d like to think
Why we need to learn from the progress we’ve made in this crisis; build on the change it has catalysed; and drive forward, with as much urgency and commitment, those huge strategic moves that we’ve put off for years.
Every day, charities and social enterprises are doing incredible things, endlessly innovating and making a transformational difference to people’s lives. It just doesn’t make it into the media.
Despite having been thoroughly debunked, the fable of the frog and boiling water continues to thrive in business commentaries. But research shows there’s actually no shortage of charity frogs reaching for their towels right now.
The biggest lessons that charities can take from businesses are not the models or the mechanics of money-making – their roots are just as deep in the sector as they are anywhere else.