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.
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…
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.
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.
Whether charities should be seeking more mergers or better collaborations seems to be a knotty question, but only because we’re looking at it all wrong.
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?
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…
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.
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