Within the media stories about Jamie Oliver’s restaurant chain going into administration, are hidden lessons for many charities.
Honesty, candour and the willingness to share openly are among the sector’s greatest attributes, but they have far more potential than is currently being realised.
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.
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.
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 this three minute video, Martyn demonstrates and explains a simple tool that you can use with the executive team in your charity and social enterprise, to quickly prioritise the big initiatives
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.
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.
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.