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.
Easter is usually a quiet time here at Drake Towers. This year though, things were different…
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
Like any tool that’s poorly understood, the “theory of change” seems to have as many nay-sayers as proponents. So, in an attempt to demystify what can be an extremely powerful technique, let me share my experience.
Nobody enjoys closing services, cutting staff, and potentially reducing impact, but if that’s what needs to happen, it can’t be done reluctantly and half-heartedly.
Scaling up a service to reach all of those who may need it can be a slow, expensive, often impractical route for charities. Here are six alternatives.
If a wealthy philanthropist offered to fund a 30% increase in the salary budget for your corporate centre indefinitely, how would you use that extra capacity?
One of the biggest challenges facing the UK is how we improve productivity across all the sectors of our economy, but it’s fair to say that it’s in the third sector where the pressure is most acute. How do we increase the productivity of an organisation? Well, it starts with you and me.
I will be hosting a small, select group of Chairs from major Charities for breakfast from 8:30am to 10:30am on the 4th of April 2017 in London. In an informal, stimulating and highly collaborative discussion, we will talk about the unique challenges facing Chairs in relation to mergers, acquisitions and sector consolidation.
A Theory of Change can be a powerful tool for all kinds of strategy decisions, whether the outcome you want is an end to tropical deforestation or a million highly-engaged volunteers…